Services Portfolio | SaaS | B2BThey knew how to sell the technology. The services were a different story.
The Situation
A $2B location intelligence company — 40 years in the market, operating across 180 countries — had built a meaningful services arm alongside their core technology business. Seven distinct offerings spanning advisory, implementation, managed services, and more, sold into automotive manufacturers, logistics operators, and technology providers. The stated problem: they needed positioning, messaging, and a sales deck for services. The real problem ran deeper.
THE DIAGNOSIS
Product marketing had strong processes and deep fluency in the technology side. But the services business had grown up in a separate orbit — built and supported by the services team directly, without product marketing methodology behind it. The result was internal enablement organized around the company's own logic: service descriptions, problem lists, pricing, what it means for the selling organization. What it didn't do was translate any of it into why a buyer should care, or what would change for them. Sales, business development, and customer success were filling that gap with individual knowledge. Results varied significantly by region as a consequence. With seven services and substantial upsell opportunity in play, the inconsistency had a real cost.
The shift
What changed wasn't just the copy. A positioning foundation built around reasons to win — designed to be pulled as levers across competitive situations. A buyer-specific messaging map for each service, adjusted by persona and goal, built to survive across regions and cultural contexts. And a champion deck structured to sell services individually or as a portfolio — strong enough to leave behind and loop in additional stakeholders.
The outcome
The services team involved in the process was ready to activate immediately. The product marketing team had a complete, repeatable system to bring to the wider organization at the upcoming global sales kickoff — for the first time.