https://fuel-growth.ai/posts/case-study-tandberg

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29    <span class="tag">Case Study · Tandberg</span>
30    <h1>Expanding the Buying Committee to Accelerate Growth</h1>
31    <div class="meta">New buyers · Acquired by Cisco</div>
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35<h2>The challenge</h2>
36<p>Tandberg had strong technology and an established position with IT and A/V buyers. But the company was largely selling video conferencing on technical superiority — the features and “speeds and feeds” of the technology.</p>
37<p>There was a structural problem with that go-to-market approach. IT purchased the technology, but <strong>business teams were the people who actually used it and benefited from it.</strong> To accelerate growth, we needed to expand the conversation beyond the technical buyer.</p>
38
39<h2>Expanding the buying committee</h2>
40<p>We identified the business leaders whose priorities could be advanced through video collaboration and developed segment-specific value propositions around the outcomes that mattered to them.</p>
41<p>Instead of simply asking IT to buy more video infrastructure, the strategy created demand among business users — giving IT stronger internal justification for investment.</p>
42<p>Buyers were grouped by their business and role needs: the “Executive Experiencer” C-level who needed more communication with leadership; the “Productivity Champion” team leader that had to bring experts in and make decisions fast; and online-savvy employees demanding remote work.</p>
43<p>The shift was straightforward:</p>
44<ul>
45<li><strong>From:</strong> technical features and product superiority</li>
46<li><strong>To:</strong> business outcomes tied to the priorities of different members of the buying committee and influential users</li>
47</ul>
48
49<h2>Aligning GTM around the buyer</h2>
50<p>Changing the message wasn’t enough. Sales needed to sell differently.</p>
51<p>Training and Culture leadership worked with Sales and Marketing to activate the strategy globally. Sales teams were trained on segment-specific narratives, equipped with practical tools and coached to engage business decision-makers alongside traditional technical buyers. Sales leadership reinforced the approach, while successful field examples were used to build adoption across the organization.</p>
52<p>This created a more connected GTM system: <strong>shared ICPs, buyer-specific value propositions, consistent messaging and sales activation.</strong></p>
53
54<h2>The result</h2>
55<p>Expanding the buying committee <strong>contributed to Tandberg’s growth — including a seven-point gain in market share</strong> — as the company reached more than $1 billion in annual revenue. Cisco later acquired Tandberg for approximately $3.3 billion.</p>
56<p><a class="ann-link" href="https://newsroom.cisco.com/c/r/newsroom/en/us/a/y2010/m04/cisco-completes-tandberg-offer-and-launches-compulsory-acquisition.html" target="_blank" rel="noopener">View Cisco’s acquisition announcement →</a></p>
57<blockquote class="prose-quote"><p>“Jean’s marketing and messaging expertise were essential as we turned Tandberg into the industry leader.”</p><footer>— Fredrik Halvorsen, CEO, TANDBERG</footer></blockquote>
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