Case study
Building a Multi-Region Social Selling System for Yango Tech
How DK Global built a social selling system that landed Yango Tech’s first enterprise client in a new market — and opened senior conversations across 3 regions
This case study outlines the project’s goals, approach, and outcomes — including a significant boost in LinkedIn engagement, dozens of C-level meetings, and Yango Tech’s first enterprise client in a new market
7–8 min read
3
Regions activated simultaneously
MENA · LATAM · APAC
590
Stores — size of first enterprise client
acquired via LinkedIn outreach
acquired via LinkedIn outreach
5
Executive profiles
C-level meetings across all regions
C-level meetings across all regions
The Brief
Yango Tech, part of the global Yango technology group, engaged DK Global for a lead generation and thought leadership program aimed at transforming its market presence.
Yango Tech provides integrated tech and operational solutions for online retail businesses (food and non-food) across 30+ countries, with headquarters in Dubai.
Despite a strong product offering, Yango Tech sought greater visibility and credibility in new regions and among top-tier retail executives.
DK Global’s mission was to position Yango Tech’s leadership as industry thought leaders and generate high-quality leads in target markets. Over 12 months, DK Global implemented a multi-channel outreach strategy centered on personalized LinkedIn engagement, content built around each executive’s voice, and event-driven networking.
DK Global’s lead generation program was designed to expand Yango Tech’s presence across the Middle East & North Africa (MENA), Spanish- and Portuguese-speaking Latin America (LATAM), and Asia-Pacific (APAC) regions. The initiative targeted enterprise-level retailers in both food and non-food sectors.
Strategic Snapshot
3 Regions
MENA · LATAM · APAC
12 months
Program duration
Enterprise Retail Focus
Food & non-food retailers with 10+ stores
Multi-Channel Program
LinkedIn · Events · Content · Partnership
Outcome Driven
Meetings · Opportunities
Key objectives:
01/
Generate high-quality executive meetings
C-level and senior executives responsible for technology implementation and innovation within enterprise retail — converting meetings into qualified opportunities and clients.
02/
Build industry authority on LinkedIn
Establish Yango Tech’s leadership team as trusted voices in retail innovation and digital transformation, and expand their professional networks among relevant ICP levels.
03/
Activate events as a system
Schedule high-quality meetings during key regional conferences — GITEX, Seamless, SRE — and support Yango Tech’s own webinars, podcasts, and executive roundtables with relevant participants and speakers.
04/
Test market-entry hypotheses
Using outreach insights and lead conversations to validate demand for specific tech modules and features in new markets.
05/
Expand LATAM partnerships
Fostering collaboration and joint go-to-market activities with complementary technology companies across the Latin American market.
Who We Were Talking To
One contact is rarely enough in enterprise deals
The program focused on mid-to-large retailers — food and non-food — with 10+ stores and an active digital transformation agenda. Not every retailer, but specifically those already moving.
Within each target account, outreach ran across multiple levels simultaneously: C-suite (CEO, COO, CMO, CBDO, CTO) and their direct reports — VP and Director level — responsible for technology, digital, operations, or growth. The idea being that in enterprise deals, one contact is rarely enough.
No Single Playbook
The focus was never on volume. The bet was that relevance — right message, right person, right context — would outperform any outreach at scale. To make that work across three regions simultaneously, the process had to be structured.
Strategy setup
Step 1 — Audience & Database
Defined ICP across MENA, LATAM, and APAC. Prioritized retailers with 10+ stores and a clear digital roadmap — filtering out accounts where the conversation would have nowhere to go.
Step 2 — Messaging & Positioning
Developed separate value propositions and message structures for each role — CEO, COO, CMO, CBDO. Same company, different priorities, different language. Every combination — market, account, seniority level, sender profile — had its own version. The matrix was wide.
Core System
Step 3 — Funnel Setup
Built a multi-profile LinkedIn outreach funnel across five leadership accounts — COO, CMO, CBDO, CEO, Head of Growth. Outreach to any single contact came from one profile at a time — whichever was most relevant to that person’s role. Timing and sender were deliberate, not automated.
Step 4 — Content & Thought Leadership
Each executive had a distinct angle, audience, and tone — built from scratch, not adapted from corporate messaging. More on that in section 5.
Step 5 — Engagement & Lead Generation
Tested a wide range of message types — from direct value pitches to research-led openers, event invitations, and simple introductions — tracking what moved conversations forward in each region and role.
Activation
Step 6 — Events & Activation
Outreach started before events — meetings at GITEX, Seamless, NRF, SRE were booked in advance, not on the floor.
Same Market, Different Rules
Same ICP, different worlds. Each region required a different entry point — not just translated messaging, but a fundamentally different approach to building credibility.
LATAM
Trust Leads
Credibility here came through the ecosystem. Before direct outreach, the focus was on building a regional expert network and partnerships with local tech companies — creating a community presence before a commercial one. Direct sales conversations followed once recognition was established, not the other way around.
MENA
Expertise Wins
The market responded to expertise and peer-level dialogue. Outreach was built around thought leadership, industry research, and genuine exchange on retail and e-commerce trends — entry points were podcast invitations and executive-level conversations, not cold value propositions.
APAC
Context Matters
The highest degree of personalization of the three. Decision-makers here are often skeptical of global vendors with generic messaging — so each country was treated separately.
E-commerce maturity, business culture, and communication norms varied enough that a unified regional approach wouldn’t have worked. Research came first, outreach second.
E-commerce maturity, business culture, and communication norms varied enough that a unified regional approach wouldn’t have worked. Research came first, outreach second.
One Brand, Multiple Entry Points: Executive Positioning as a Growth Lever
One of the defining decisions of the program was moving away from a single corporate voice. Each executive became a separate entry point into the market — with their own content angle, tone, and audience.
CEO
Retail automation strategy
The CEO focused on the future of retail: automation, dark store models, AI agents, omnichannel transformation. The tone was confident and data-backed, closer to strategic analysis than product promotion — posts regularly combined market figures with forward-looking framing, and drove strong peer recognition in MENA.
CMO
AI and enterprise marketing
The CMO built authority around AI, automation, and enterprise marketing for retail. What worked best was the combination of technical depth and personal voice — posts blending AI frameworks with real-world context consistently outperformed purely technical content, and achieved the highest engagement rates across all profiles.
COO
Operational analytics
The COO took a strictly analytical approach: operational insights grounded in real market data, references to third-party research, comparisons of players like Blinkit, Zepto, and Astro. No motivational storytelling — just evidence-based reasoning. That discipline built strong credibility with senior retail audiences, and posts featuring his own field observations consistently outperformed repurposed corporate content.
Head of Growth
APAC/Africa execution
The Head of Growth served as the regional voice for APAC and Africa — translating complex retail and AI narratives into execution-level insights for decision-makers in markets with very different infrastructure and digital maturity. The focus on logistics, ROI, and local realities built trust among audiences who are often skeptical of generic global messaging.
Same target account
Together, these four voices created layered exposure within the same target accounts — expanding reach while making the brand feel human.
What Worked. What Didn’t.
Worked
Personalization Was the Whole Game
Outreach that referenced a specific market trend, a company’s recent move, or a role-relevant challenge consistently opened conversations. Generic offers didn’t, regardless of how polished the copy was.
Didn’t Work
Abstract CTAs killed momentum
“Let’s connect” or “let’s discuss” without a specific reason to talk went nowhere. The messages that worked had a clear, relevant hook — an event invitation, a research angle, a specific question about their market.
Worked
Content Exposure Before Outreach
The sequence mattered: content exposure and thought leadership first, outreach second. When prospects already recognised the sender’s name or had seen their content, the conversation started from a different place entirely.
Didn’t Work
Template Reuse Across Markets
What worked in MENA didn’t translate to APAC — not just in tone, but in the entire logic of the message.
After 12 Months
Numbers are kept confidential at the client’s request. What we can share:
01/
Commercial Outcomes
A high volume of senior-level conversations was generated across all target regions, creating a pipeline that no longer depended on a single market.
Yango Tech acquired its first enterprise client in Brazil — a retail chain with 590 stores — through LinkedIn-based outreach, without reliance on events or warm introductions.
Through DK Global’s outreach, Yango Tech launched several podcast episodes with key e-commerce leaders from the region — building brand awareness and opening doors to market players that could convert into clients.
Events became more effective as part of the system. Meetings were increasingly scheduled in advance through LinkedIn interactions, and post-event follow-ups developed into ongoing conversations rather than one-off exchanges.
02/
Market Coverage
Prior to the program, commercial activity was concentrated within one core market despite visibility across regions. The program converted that visibility into direct engagement across MENA, LATAM, and APAC. In many cases, multiple stakeholders within the same organization were reached through different executive profiles — creating parallel conversations inside the same target account, not a single thread.
03/
Trust & Recognition
Conversations increasingly began with prior awareness — prospects had already seen the content, followed the profiles. In meetings, the team regularly heard: “I’ve been following your COO” or “I saw your post on AI in retail”.
One external signal: a post by the CMO on AI optimization and the future of SEO was included in Thomas Allgeyer’s Best of LinkedIn digest — a curated selection of high-performing B2B marketing content.
Impact Review
The program didn’t end when the 12 months did.
Ongoing System
Active channels · Inbound attention · Ongoing conversations
Executive LinkedIn profiles became independent communication channels — continuing to attract inbound attention, invitations, and conversations beyond the program timeline.
Internal Impact
Market insights · Better positioning · Sales/marketing alignment
Internally, insights from outreach conversations fed back into marketing and product positioning — giving the team a clearer picture of what different markets actually cared about, not what they assumed.
External Impact
Perception shift · Higher-level conversations · Decision-making access
Externally, Yango Tech shifted from being perceived as a technology vendor to a participant in retail transformation conversations — which changes how you get into rooms where buying decisions are made.
In Their Words
A year ago, Yango Tech was not widely recognized among enterprise retail executives in LATAM and APAC. Today, our salespeople walk into meetings and hear: “I read your CMO post on LinkedIn about AI in retail” or “I’ve been following your COO for a while.” DK Global helped us get in front of C-level leaders we hadn’t been able to reach before — and these weren’t cold sales pitches. They were conversations with decision-makers who already viewed us as industry experts. The fact that we converted a major Latin American client purely through LinkedIn outreach — without a single conference handshake or warm introduction — changed how we think about market entry.
Viktoria Evdokimova
CMO at Yango Tech
DK Global’s team became an extension of our own. What set them apart is that they didn’t operate as a LinkedIn agency — they became a full participant in our marketing and sales process. And that’s what made the difference.
Andrey Golubev
Head of Product Marketing at Yango Tech
From Our Side
When we started working with Yango Tech, there were two non-negotiables: protect the brand’s reputation and deliver real impact. Every message, every piece of content was carrying the Yango name into the market — so we treated each interaction with the same care you’d give to a keynote on a big stage.
One of the biggest challenges was reputation in practice. Senior executives don’t chase. They don’t send three follow-ups. So neither could we. Every message had to be precise enough to not need one — and that raised the bar on everything we wrote.
The project pushed us to use the full spectrum of what we do — strategy, research, copy, BD, and operations. We tested multiple hypotheses, retired them quickly, and kept iterating — always asking: “Does this move the needle without putting the reputation at risk?”
That combination of high stakes and zero margin for error is exactly what makes work like this worth doing. And on a personal note — working with the Yango Tech team was a genuine pleasure. A strong, expert team that knows what they want and isn’t afraid to experiment. That kind of partnership makes all the difference.
One of the biggest challenges was reputation in practice. Senior executives don’t chase. They don’t send three follow-ups. So neither could we. Every message had to be precise enough to not need one — and that raised the bar on everything we wrote.
The project pushed us to use the full spectrum of what we do — strategy, research, copy, BD, and operations. We tested multiple hypotheses, retired them quickly, and kept iterating — always asking: “Does this move the needle without putting the reputation at risk?”
That combination of high stakes and zero margin for error is exactly what makes work like this worth doing. And on a personal note — working with the Yango Tech team was a genuine pleasure. A strong, expert team that knows what they want and isn’t afraid to experiment. That kind of partnership makes all the difference.
Kate Boltinskaia
Co-Founder, DK Global
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