SMART PADDOCK \ TME

from aussie paddocks, to the global stage.

the brief

After running a lean operation for a few years, Darren was ready to prepare his growing startup for the world stage.

Working towards a new product launch and key funding milestones, Darren needed to:

Reposition the brand as a market leader to reflect the fact that he has customers across the globe and is developing a system of products and tech that is raising the bar for livestock management
Be deliberate and long-term focused in his marketing efforts, setting up the foundations for future growth
Remove the bottlenecks from his lead funnel to improve customer service and conversion rates

who

Smart Paddock

What

A Melbourne-based agtech startup developing the complete location tracking and status monitoring system for livestock animals, assets and farms.

Where

Moorabbin, Melbourne.

Jasmin brings more value to our company's continued growth and success than what I initially thought marketing could encompass. We're excited to continue working with Jasmin as we set our sights on some significant milestones this year.

Darren Wolchyn, CEO & Founder

the RESULTS

UNCLEAR direction

While there was occasional momentum, there were no goals for the team to work toward and marketing became ‘busy’ work.

LACK OF consistency

Marketing was an ad-hoc effort split between the CEO and on-again, off-again third parties. There was no long-term planning or strategy in place.

Confused brand identity

Over the course of 5 years, the company evolved but the brand didn’t evolve with it or align with the vision for the business.

Unqualified leads

For the leads that were coming through the top, they weren’t being qualified for the team so a lot of time was wasted and sales became a huge bottleneck.

No nurture process

The team focused more time on getting new leads in without a process to nurture or convert these leads into customers. The sales process was 100% manual which left too much room for error.

CLARIFIED VISION

Together with TME, Darren clarified the vision for Smart Paddock, uncovered customer and product truths and set the positioning for their business and individual products.

team accountability and ownership

Through the implementation of processes and the delegation of tasks, the team had clarity on who was responsible for what and how they had to execute.

Developed a stronger brand identity

Together with a designer, TME and the team worked to revitalise the Smart Paddock brand to something that would reflect the evolution of where the company was to where it's headed.

increased qualified leads by 613%

Established an engaging lead capture process that would provide value to leads, qualify them for sales and streamline the conversation with the team.

Before TME, the team received 15 requests for quotes over a 6 month period.

After TME, the team received 92 requests for quotes over a 6 month period with no additional spend. The leads were also sales qualified.

improved customer service response times from 2 weeks to 3 days

TME standardised the initial sales process with semi-automated workflows and templates to lessen the manual burden on the team, reducing the space for human error and providing a consistent customer experience.

Before TME, it took the team anywhere up to 2 weeks to respond to enquiries.

After TME, the team was responding within 3 days.

After one month with the new workflow, the team:

Captured $300K in qualified leads, and;
Closed $50K sales in a week.

operational goals

1 \ BUILD A MARKETING FUNCTION FOR A TEAM OF ONE

Everything had to be easy to follow and easy to consistently execute.

2 \ focus on sales conversions

Semi-automated processes helped to improved response times, quality of customer service and lead qualification.

3 \ SYSTEMISE OPERATIONS

Clean up data, the CRM, and documents that were used by sales and marketing to ensure there were no operational loose ends.

WHY IT WORKED*

*This is something not often discussed, but we’re all about cutting the BS, so let’s get to it.

The ongoing success of any strategy is dependent on two key factors:

The process or plan for implementation must be easy to follow
The client must be interested and willing to put in the work on a continuous basis

Here’s what DARREN and his team did to achieve their goals:

committed to iterative testing and improving ops

They were eager to test new processes to see what could be improved and committed to change the way they operated to get the outcome they wanted

Appropriately resourceD

Darren hired an internal marketing coordinator to increase the capacity of the team to execute marketing work.

Accepted that they couldn’t be everywhere all at once

We focused on stages of the customer lifecycle that the team was equipped to handle with the current resources with a future view to move onto other stages once we were satisfied.

NEVER COMPROMISED ON THEIR PRODUCT OR TECH

Darren and the team showed incredible integrity and humility by never compromising on the quality or performance of their product or tech. The products had to do what they said they were going to do.
It’s one of the main reasons the team is able to garner incredible traction organically.