CASE STUDY · STRATEGY · ANONYMIZED · PUBLIC SECTOR
Account-based marketing strategy for a public sector operator.
Omnichannel map
Delivered
Audiences, coordinated
B2C service users
B2B partners
Channels
Owned
Earned
Paid
Physical
Journey mapped
ABM tiered
KPIs aligned
Client
Anonymized — Public sector operator
Industry
Public sector / infrastructure
Service area
Strategy (digital + omnichannel + ABM)
Engagement type
Project
Status
Delivered
01 — The brief
A public sector operator serving a large metropolitan region, with a marketing remit that spanned everything from individual service users (B2C) to large institutional partners — employers, schools, municipalities, transport operators (B2B). Most marketing strategies handle one of these audiences; this organization needed a strategy that handled both, coordinated.
The operational complexity was real. Public sector communication has constraints private companies don’t face: regulated language, inclusion requirements, accessibility standards, multilingual obligations. Stakeholder marketing has procurement cycles measured in years rather than quarters. And the customer journey isn’t a funnel — it’s a network of touchpoints across infrastructure, digital, and human channels that all have to feel coordinated even when run by different internal teams.
The brief: design an ABM and omnichannel strategy that coordinates B2B partnership work with B2C service-user marketing, mapped to a customer journey that reflects how people actually engage across channels.
02 — What we did
01
Customer journey mapping
Mapped the journey across both audience types. For service users: awareness through ongoing relationship across digital, physical, and human touchpoints. For institutional partners: a longer, more relationship-driven journey across procurement, integration, and renewal cycles. The map showed where the journeys diverge, where they intersect, and where the same channel serves both audiences with different content.
02
Omnichannel strategy
Channel architecture covering owned digital (website, email, app), earned (PR, partnerships), paid (advertising, sponsorship), and the operator’s own physical infrastructure as a marketing channel in its own right. Decisions about which channel owns which part of which journey, where channels hand off, and where the organization stops trying to do everything everywhere.
03
Account-based segmentation framework
ABM, adapted for the public-sector context. Tiering of institutional partners by strategic importance, account-level engagement plans for top tiers, and a framework for coordinating outreach across the operator’s various stakeholder-facing teams (each of which had been running separate strategies before). The kind of coordination work that’s hard not because it’s technically complex, but because it requires cross-team alignment that public sector orgs find genuinely difficult.
04
KPI alignment
Translation of marketing performance into language the operator’s leadership and oversight bodies could act on. Public sector KPIs include things private companies rarely measure — service equity across regions, accessibility coverage, language coverage — and they sit alongside the more standard reach and engagement metrics. The framework had to handle both.
03 — How the engagement runs
Fixed-price project. Twelve-week engagement covering diagnostic, strategy design, and implementation handoff. Delivered as a strategic plan, customer journey artifacts, omnichannel architecture, ABM framework, and KPI dashboard — plus working sessions with the operator’s various stakeholder-facing teams to align on rollout. Execution sat with the in-house teams and their existing agency partners.
04 — What changed
“
The various stakeholder-facing teams have a shared customer journey to reference and a shared ABM framework for prioritizing partner work. The omnichannel architecture made implicit decisions explicit — “this channel owns awareness, this one owns retention, this one stops trying to do both.”
The more durable change: cross-team alignment that previously required senior leadership to broker. The shared strategic frame means the teams can make many of the coordination decisions themselves rather than escalating each one upward.
The engagement also shows the value of strategy work that takes public sector constraints seriously rather than retrofitting a private-sector playbook. Regulated communication, inclusion requirements, multilingual obligations, and stakeholder procurement cycles aren’t friction to work around — they’re load-bearing constraints the strategy has to accommodate from the start.