Case Study
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Building a Sales Strategy for a Global Health Nonprofit

17 December 2025

Background

A nonprofit organisation operating in the global healthcare surveillance software market faced significant challenges in expanding its reach. Despite having a strong product, the organisation lacked a dedicated sales function and had never implemented a structured sales strategy. Without a clear go-to-market (GTM) plan or an understanding of the competitive landscape, securing new customers and sustainable funding remained a struggle.

Challenges

  • 1

    No Dedicated Sales Expertise
    The organisation had never employed a sales professional and lacked internal sales knowledge.

  • 2

    No Sales Strategy
    There was no structured sales process, segmentation, or revenue goal.

  • 3

    Unclear Go-to-Market Plan
    Positioning, customer outreach, and differentiation remained undefined.

  • 4

    Limited Market Insight
    The organization lacked visibility into competitors and market trends.

  • 5

    Unstructured Lead Generation
    No formal pipeline-building process existed.

  • 6

    Balancing Revenue with Mission
    As a nonprofit, financial sustainability needed to align with the broader mission.

Solutions Delivered

This initiative established a full commercial strategy for the nonprofit’s global surveillance software. Key deliverables included refining the sales pitch and messaging, defining the Go-to-Market Strategy with prioritised segments (healthcare, government, NGOs), conducting a market analysis, and creating a structured lead generation system. The project culminated in setting clear revenue forecasts and defining measurable KPIs for performance tracking.

1.
Clear Sales Pitch & Messaging
  • Developed a compelling narrative that aligned with the nonprofit’s mission while making a strong business case for potential clients and funders.

  • Refined messaging to ensure clarity, emphasizing the unique value proposition of its global surveillance software.

2.
Go-to-Market Strategy

  • Defined a structured approach to market entry and customer acquisition.

  • Identified key customer segments, including healthcare institutions, government agencies, and NGOs.

  • Outlined targeted outreach and engagement strategies.

3.
Market & Competitive Landscape Analysis
  • Conducted an in-depth market analysis to identify key competitors and differentiators.
  • Provided a SWOT analysis to guide strategic decision-making.
4.
Segment Review

  • Assessed customer needs and mapped out priority segments that aligned with both revenue generation and the organisation’s broader mission.

  • Created ideal customer profiles to refine targeting.
5.
Lead Generation & Pipeline Development
  • Designed a structured lead generation strategy to build a sustainable pipeline of potential clients.
  • Implemented CRM best practices to track opportunities and measure engagement.
6.
Revenue Forecasting & Target Setting
  • Established sales targets and revenue goals tailored to the nonprofit’s business model.
  • Created a forecasting framework to measure performance and refine strategies over time.
7.
Defining Key Performance Indicators (KPIs)
  • Developed measurable sales KPIs, including conversion rates, customer acquisition costs, and pipeline velocity.
  • Introduced regular reporting and review mechanisms to monitor progress and adjust strategies.

Results & Impact

This structured approach provided the nonprofit with a clear and actionable strategy for growth. Key outcomes included:

  • A well-defined sales pitch that improved client engagement and funding discussions.
  • A structured go-to-market plan, enabling confident market entry and customer engagement.
  • A detailed market and competitive analysis that provided clarity on positioning and differentiation.
  • An established pipeline of new leads, resulting in initial revenue generation.
  • Clear KPIs and sales forecasting, providing leadership with visibility into future growth.

Most importantly, the nonprofit was equipped with a scalable strategy that balanced financial sustainability with its mission of improving global healthcare surveillance.

Conclusion

By implementing a structured sales and growth strategy, the nonprofit overcame significant barriers to commercialisation. Transitioning from an ad-hoc approach to a focused and sustainable sales strategy allowed the organisation to secure new opportunities while ensuring long-term financial sustainability.

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