A country report a fund could approve — and an executive team could open an office on.
An IT services and technology firm was planning to open its first Australian office. They needed a country read that would survive scrutiny in both the boardroom and the operating committee, covering the market, competition, talent base, and a starter lead list.
What the client faced.
Opening an office in a new country involves several decisions at once: market opportunity, talent and cost, established competitors, and which prospects are worth the first sales call. Many country reports answer one of these and gesture at the others.
The client wanted a single document that would let the board approve the office and let the local team start operating on day one. That meant doing the country report and the go-to-market read in the same engagement.
The deliverable, in concrete terms.
A six-part Australia country report covering social, political, and economic trends with relevance flagged for IT services; the competitive landscape with positioning analysis on 12+ named players; software talent availability; market trends in IT services and software development; priority industries investing in software; and a starter lead list of 25 named prospects with rationale on each.
The report was structured so the strategic section could go to the board and the operating section could go to the country head from the same document.
Result — The client used the report as both the board-approval document for the Australia office and the day-one prospecting plan for the country team. The lead list seeded the first wave of outbound.
Three differentiators that made this engagement different.
Strategy and execution, one doc
Two audiences, one report. The board got the why; the country head got the what-to-do-Monday. Without the second half, the first half would not have earned the budget.
Named, not categorised
A competitive landscape is not six tier-one firms and several tier-two players. It is named competitors with named positioning. We did the work to name them.
A lead list that earned its place
The starter prospect list was not a generic database pull. Each of the 25 had a rationale tied to the client’s actual capability.