7 buying centres mapped inside Telstra, with 4 engaged within 3 months
A technology client with a strong foothold in Telstra’s Finance department needed to expand into other buying centres across the account. They had the relationship, but no structured approach to reach beyond it.
About the engagement
The client is an international technology provider with over 20,000 employees worldwide, operating with dedicated ABM staff and an account-specific sales team.
They had an established relationship within Telstra’s Finance department but recognised that significant revenue potential existed in other business units across the account. The goal was to move from a single-department foothold to a multi-buying-centre presence across one of Australia’s largest enterprises.
- Industry
- International technology provider
- Region
- Australia
- Company size
- 20,000+ employees worldwide
- ABM type
- 1:1 Strategic ABM
- Campaign duration
- 9 months
- Target account
- Single account: Telstra enterprise expansion
The challenge
Having a strong relationship in one department of a large enterprise doesn’t mean you have visibility across it.
The client had no map of who else inside Telstra could benefit from their offering, no insight into initiatives underway in other divisions, and no structured process for expanding their footprint.
- No visibility into other potential buying centres within Telstra beyond the Finance department.
- No insight into new initiatives, objectives, or technology decisions happening in other parts of the account.
- No structured approach to account expansion. Growth within the account had been entirely relationship-driven.
How we built it
A 1:1 Strategic ABM approach was the only viable option for a single-account expansion of this complexity.
The work began with intelligence gathering before any outreach, focused on understanding the account from the inside before building the plays to reach new buying centres.
Internal intelligence gathering
We conducted structured interviews with the client’s existing Telstra contacts to map what they knew about the account. This surfaced intelligence on initiatives, budgets, and relationships that existed but had never been formally documented.
Buying centre identification and org chart mapping
Using account intelligence and contact enrichment, we mapped Telstra’s internal structure and identified 7 buying centres that were a relevant match for the client’s offering. Each centre was assessed for fit, timing, and likely entry point.
Theme development and messaging
We developed tailored messaging for each buying centre, grounded in their specific challenges and objectives. Rather than a generic pitch, each outreach was built around what mattered to that particular part of the business.
ABM plays and outreach execution
With messaging developed and contacts identified, we designed and executed targeted ABM plays for each buying centre. The plays coordinated digital content, direct outreach, and sales activity to create multiple touchpoints with the right people.
What we actually did
Expanding within a major enterprise account requires precision. Generic outreach to the wrong stakeholder can damage existing relationships. Every tactic was chosen to build credibility and relevance before asking for a conversation.
- Account insight generation
- Contact enrichment
- Organisational chart mapping
- Buying centre identification
- Tailored ABM messaging per buying centre
- Theme and content development
- Targeted outreach sequences
- Sales team coordination
What the campaign delivered
7 buying centres
identified inside Telstra that matched the client’s offering.
4 in 3 months
buying centres engaged with decision-maker meetings within the first three months.
Tender by month 9
the client was participating in a formal tender with one of the newly engaged buying centres, a commercial outcome that required the full 9-month program to reach.
More results like this
6 opportunities
from 18 Tier 2 banks and insurers across ANZ, in OutSystems’ first ABM campaign in the region.
MOQdigital
$1.2M pipeline
in the first four weeks, and 26 meetings from 100 accounts across the campaign, more than double the KPI.
