Cellnex - strategic sales development in the Enterprise segment
Market intelligence · Sales development · Multichannel outreach
Who they are.
Cellnex Telecom is one of Europe's leading wireless infrastructure operators, listed on the Madrid stock exchange and present in 10 European countries. The company primarily builds, manages and provides passive infrastructure for mobile network operators. In Poland, the in-building segment - covering the design and deployment of complete infrastructure that provides mobile network coverage inside commercial buildings - is delivered through Remer.
Remer has been building its position in the Polish telecom market for over 25 years. After joining the Cellnex Group, the company entered a new stage of development, continuing its existing operations while pursuing an expansion strategy in the Enterprise segment. Its portfolio of completed deployments includes stadiums, shopping centres, hotels, office buildings and large-format logistics and manufacturing facilities.
What was in the way.
Examining the structure and scale of the market: identifying the key segments, establishing the market shares of the main players, understanding the specifics of each one, and gathering current information on needs and challenges related to in-building connectivity.
Establishing and verifying the actual decision-makers in each market segment, building a contact list with verified data, and then running campaigns across the selected channels - phone (cold calling), email outreach, LinkedIn outreach.
An additional area emerged during the engagement - identifying planned and ongoing investments in commercial property, making it possible to deploy infrastructure at the construction or modernisation stage.
Our approach.
Market segmentation and persona identification
The first step was comprehensive market mapping and division into precisely defined segments, accounting for the specifics of each one. The main segments included retail chains, warehouses and logistics centres, shopping centres and retail parks, hotels, commercial property developers, general contractors and architectural practices.
Each segment broke down into further subcategories. Within retail, for example, we distinguished electronics, home and garden, supermarkets, drugstores, fashion and e-commerce. In hotels we separated chains from independent properties. In the investment segment, every commercial property - office building, logistics centre, retail facility - had its own stakeholder map: investor, developer, general contractor, property manager and architect.
In parallel we identified the decision-making personas. One of the most important findings was that the right decision-maker differs significantly depending on the segment and the size of the organisation - in a large retail chain it is the IT Director or CIO, in a hotel the General Manager, in a development company the Development Director or Project Manager, and in a smaller design practice it is the owner directly.
This is a good illustration of why a mass approach based on publicly available data would have been completely off target in this case and would not have produced measurable results.
AI-supported data enrichment
A key element of the approach was gathering detailed operational data for every organisation - not as a routine step, but as the foundation for highly personalised communication. The scope of data collected was adapted each time to the specifics of the segment. For retail chains, for example, we collected information such as:
- Number of locations and stores in Poland
- Average usable floor area of a location
- Presence and functionality of mobile apps (payments, loyalty programmes)
- Planned expansions and new openings
The data was gathered automatically with AI support and tools such as Clay, which automatically searched websites, industry portals, mobile apps and sector publications - delivering results with full source documentation. As a result, every contact was grounded in specific knowledge about the person on the other side rather than a generic message.
Multichannel outreach to decision-makers
The campaign ran in parallel across three channels: phone, email and LinkedIn - each playing a distinct, complementary role in the process.
- Phone - the primary channel for initiating contact. It made it possible to conduct qualitative interviews and gather market feedback directly from decision-makers.
- Email - a supporting channel, activated once the key challenges of a given segment had been identified. It made it possible to reach greater scale.
- LinkedIn - an alternative route in cases where traditional contact data was unavailable or difficult to obtain.
Work always began on the phone channel. With initial assumptions about the persona and ideal customer profile in place, conversations with decision-makers in a given segment made it possible to verify relatively quickly whether those assumptions held. That allowed targeting and messaging to be corrected on an ongoing basis, before the email and LinkedIn campaigns were launched at greater scale.
One tactic proved particularly effective - building messages on a lookalike principle, referencing completed deployments at comparable clients. That approach consistently produced the highest engagement and meeting conversion rates.
Market intelligence as an additional outcome
The campaign delivered substantial knowledge going well beyond the direct sales results. Dozens of conversations made it possible to gather:
- The real needs and problems related to connectivity in individual segments
- A map of decision structures - who actually controls the budget and initiates a purchase, including market size and the key stakeholders in each segment
- Knowledge of who plays the biggest role in decision processes - from chains with hundreds of locations to developers responsible for new investments
- Feedback on competitor activity and current market readiness
- Relationships with organisations that are not ready to buy today but will be considering the decision within the coming months
Outcomes, in numbers.
Companies and organisations that can influence decision processes around in-building infrastructure or participate directly in that market.
Over 120 companies provided direct feedback on their needs and challenges around in-building connectivity.
Every meeting covered a full diagnosis of the organisation's real infrastructure needs and mapped its buying process.
Two new agreements in the Enterprise segment, covering a significant portfolio of locations - a meaningful step in delivering Remer's growth strategy.
Over 25 meetings were secured with boards and senior management of organisations from the top tier of Polish retail, fuel station networks, shopping centre and retail park operators across many regions of Poland, as well as representatives of commercial property investors and developers. Every meeting covered a full diagnosis of the organisation's real infrastructure needs and mapped its buying process.
Over the course of the project, thousands of entities were mapped and analysed - more than 3,000 companies and organisations in total, which can influence decision processes around in-building infrastructure or participate directly in that market. The result is a current, multidimensional picture of the market structure: the scale of individual players, their share of each segment, key operational information and a decision map. Over 120 companies provided direct feedback on their needs and challenges around in-building connectivity.
The direct outcome is two new agreements in the Enterprise segment, covering a significant portfolio of locations - a meaningful step in delivering Remer's growth strategy.
Sales processes in the Enterprise segment inherently require a longer time horizon. The relationships built and the organisations identified at earlier stages of buying readiness form the foundation for continued, systematic growth.
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