The catalyst was neither a crisis nor obvious underperformance. It was an internal job change (an employee in charge of CRM at Allianz Trade was moving to a different role) and an ongoing desire on the part of the German insurer’s leadership to improve marketing performance. It was an opportunity to take a fresh look at things. Allianz Trade was seeking an outside perspective on its RevOps organization and its use of Salesforce, and called on Gilles Estivalet, an expert at Hirondo, to conduct this audit.
Hirondo x Allianz Trade
An internal job reassignment, a Salesforce implementation mandated by the organization, and a Hirondo expert who suggests changing the scope rather than immediately producing a report that isn't actionable.
Context
How it all began
The initial contact was straightforward, without a lengthy bidding process. Gilles Estivalet, a Hirondo expert, had already led this type of project for several major clients. In less than a week, from the initial contact to the approval of the brief, both parties agreed on the scope, and the audit began.
Both sides demonstrated exceptional responsiveness, facilitated by a Hirondo expert: Elodie Gaussares, who was able to bring the two parties together quickly and with all the expertise required for this type of project.
The right expert, at the right time
A successful assignment starts, above all, with a good match: at Hirondo, we pay just as much attention to skill compatibility as we do to interpersonal fit.
The turning point: "The proactive pivot"
So Gilles Estivalet arrives to conduct a RevOps/Salesforce audit. On paper, nothing out of the ordinary: mapping the customer journey, identifying pain points (whether in the tool itself or elsewhere—such as human or organizational issues), and proposing solutions along with a costed action plan spanning 12 to 18 months.
But the audit reveals an unexpected obstacle: the Salesforce CRM is harder to “get to talk” and reconfigure than anticipated, since it’s managed at the group level. After a day and a half of interviews, Gilles identifies more structural challenges. Faced with this reality, he makes a rare decision: rather than submitting a report that’s not very actionable, he offers Allianz Trade a choice. Either stop the audit without billing, or redefine the scope together. Allianz Trade chose to continue under a new framework.
It was this shift in approach that paved the way for an Account-Based Marketing strategy: precisely targeting a few strategic accounts, rather than optimizing a volume that had plateaued.
”Hirondo pointed out exactly what needed to be pointed out, without beating around the bush.
Sophie Marot-RémyCMO of Allianz Trade in France
Implementation
Gilles provides recommendations on strategy, tools, and an action plan to structure an ABM approach: identifying priority strategic accounts, mapping decision-makers and decision timelines, and detecting purchase signals or triggers that indicate a window of opportunity.
The challenge: to realign the existing acquisition engine—which is based on and centered around the (major) accounts to be targeted (ABM)—to coexist with the existing “volume-based” acquisition model, which is already highly effective, without undermining it.
The audit also made it possible to precisely define the profile of the position to be filled: the employee who had moved to another role within the company needed to be replaced, with a job description aligned with the new project. This was a pivotal decision, made possible by the clarity of the assessment.
Testimonial : Sophie Marot-Rémy (CMO)
Sophie often returns to this “mirror” approach: no ready-made recommendations, but rather a process of identifying internal blind spots. For her, Hirondo’s true value lies not in its deliverables, but in its ability to articulate what no one within the organization dares to say.
”A traditional agency rarely challenges the original brief. Hirondo held up a mirror to us, and that changed the way we work with them. It’s uncomfortable at first, but that’s what makes the difference—tackling the work at its core.
Sophie Marot-RémyCMO of Allianz Trade in France
Testimonial: Julien Couderc (Acquisition Manager)
Julien sees this assessment as a starting point, not an end in itself. The next step involves using AI to scale content production without reverting to a mass-production approach—the very balance that Allianz Trade sought to avoid from the outset.
”Today, the real challenge is to scale up content across more than fifty account types without losing the precision of targeting large corporations.
Julien CoudercAcquisitions Manager
What this assessment meant for Allianz Trade
The value of this assessment lies first and foremost in its clarity. The confidential, quantified results are moving in the right direction. Allianz Trade now has an accurate assessment, a structured approach to managing its strategic accounts, and a shared framework between marketing and acquisition to move forward.
The ABM roadmap is in place. Implementation is proceeding as planned, with the caution and control characteristic of large corporations.
Results
A Clear Assessment of the Limitations of the Volume-Based Approach for Major Accounts
An ABM Roadmap: Strategy, Tools, and a 12- to 18-Month Action Plan
A detailed job description for hiring the right marketing candidate
Aligning marketing and acquisition efforts around an account-centric approach
What now?
The roadmap is in place. Implementation is proceeding at its own pace—the pace of large organizations, which move forward methodically.
Does this sound familiar: a volume-driven engine that’s running smoothly, but key accounts that are resistant to your current approach?
Let’s talk about it. Contact Hirondo for a CRM or ABM audit, and see how quickly you, too, can start making the most of your customer data.
