Our background includes more than 20 years of experience in B2B sales management, strategy work and international growth. We have worked with growing SMEs, growth companies and listed companies in various industries, with dozens of companies in total.
Time and time again, we were faced with the same situation. Good company, good people, clear growth objectives. Strategy written, sales developed, marketing invested. Yet growth did not take off.
When you dug deeper, the reason was almost always the same: the company didn’t know its customers well enough. Not because they weren’t meeting customers, but because the right information never made it into the strategy and sales process.
This is not a theory. It is the observation of 200+ projects. And it’s the reason why we founded the Voitto Group.
When we asked management and sales teams about this, the answer was almost always the same: “We’re guessing.” When we asked customers directly, they told a very different story.
of managers think they know their customers better than they really do
Bain Customer Experience Study
project, the same finding is repeated regardless of the sector
Voitto Group, 2018-2026
These are not assumptions, they are repeated findings, straight from the customers’ mouths, told in a neutral interview.
Management believes it knows the customer because it attends meetings. The sales team because they hear the objections. Each sees only part of the truth, and no one systematically integrates them.
“The management believed that the competitive advantage was in the product. Sales saw price as the deciding factor. Customers told a third story.”
Customers give their own supplier a socially acceptable answer. Criticism and real reasons for change only come out in a neutral interview with an external interviewer.
“None of the six felt they were heard before the offer was made, despite the sales team doing their best.”
A systematic needs assessment before bidding is the single most effective differentiator. It is almost always not done, even by competitors. It is a free competitive advantage that no one is yet using.
“Systematic customer listening is rare, this is an opportunity to differentiate yourself.”
Every project starts from the same place: before we build anything, we first understand what it’s all about. We start with an inventory of the current situation, not with assumptions.
We interview the management and the sales team. What is known, what is assumed, where are the discrepancies? The strategic vision of management and the day-to-day life of the operational team don’t always meet, and that gap is critical to understand before going to customers.
Always management and team first.
We interview your customers as an external, impartial interviewer. They will tell us things they won’t tell your own salesperson, the real reasons for their purchase decision, their development aspirations, how they compare with competitors.
Typically 10, 20 in-depth interviews.
Based on the analysis, we will build concrete measures and put them into practice. Not a report for the shelf, but a change that will be reflected in sales, customer loyalty and growth.
We don’t leave the plan, we stay in the doing.
There are big differences in the choice of a growth partner. Here’s what we do differently, without the consultant phrases.
We don’t write values on the wall, we test them in everyday life. These four have been with us since the first project.
Radical transparency. We dare to say even those things that are not pleasant to hear, if they are necessary for growth. Trust is a prerequisite for us to be a true partner to our clients, not just an external advisor.
We don’t give advice and leave. We take responsibility for the outcome together with the client. This is reflected in our service models, where our experts can take the operational lead, for example in managing sales or internationalisation.
B2B consulting is often seen as serious and messy. We do this work with a twinkle in our eye. An inspiring and positive atmosphere has been proven to improve creativity and problem-solving skills, and to make working together meaningful for the client, even in the face of difficult change.
A static state is a regression. We apply the learning organisation principle both to our own work and with our customers. Our services are not set in stone, but are constantly iterated based on customer feedback and data.
You will be in direct contact with the three founders, who will do the work themselves. Over 20 years of experience in management, consulting, growth companies and listed companies.
Global scaling of digital services and international growth. Building sales organizations, developing commercial operating models, and leading value-driven sales processes. Focus on solution-based sales, where deals are driven by the customer’s actual purchasing criteria.
Former CEO Kiva. Background: Dustin Group, Fox Racing, Arwidson.
Translating strategies into measurable results. International growth strategies and cross-border market expansion. Comprehensive transformation of growth trajectories, commercial structures, and business models.
Formerly a Director at PwC. Previous experience: Deloitte, EY, Nokia.
Corporate restructuring, post-merger integration, and strategic value creation. Streamlining operations, financial management, and performance improvement. Translating strategic objectives into tangible financial benefits.
Former CEO Chilitaito. Background: Lidl, Microsoft, FootBalance.
