ABM: owning
the conversation

Scaling up the trust

Hitachi Vantara's challenge – scaling its business, entering new sectors, and winning new accounts while nurturing existing client relationships and taking them to a strategic new level – turned out to be simpler to quantify than overcome.

Firstly, given the uncertain, post-pandemic environment in which they found themselves operating, the C-Suite audience so crucial to this strategy had grown substantially more cautious and risk averse.

Convincing such executives merely to have a strategic, meaningful conversation would be tough. Getting them to entrust Hitachi with the storage, management, delivery, and analysis of their most precious asset – the data defining and driving their businesses – would be another thing entirely.

All the more as Hitachi wasn't then 'front of mind' for the C-Suite.

It would necessitate a compelling new, account-specific engagement narrative. One that would showcase Hitachi's evolution, its unique data capabilities, how it has added collaborative consultancy to its delivery offerings, and the major value-added outcomes this delivers.

Only then could Hitachi create the brand trust and equity it needed.