Prioritizing markets and buyers for a B2B software company
Choosing where to grow means choosing where not to. A B2B software company with two products needed to know which markets, which companies and which people to focus on, so with a research partner we surveyed decision-makers and interviewed buyers in three markets.
- Client
- Software company
- Industry
- Software
- Markets
- Three markets in North America and Europe
- Kind of work
- Market entry
- Our role
- Market entry and buyer research in three markets, from landscape to personas
The question
The company had two products and needed a growth plan it could resource.
It wanted three answers: the markets that mattered most for growth, the kind of company most open to buying, and the people inside those companies who would make the decision.
Our approach
We built the program with a research partner, narrowing the field at each stage so the work went deepest where it mattered most.
A landscape review and expert interviews brought the choice down to three markets. A survey of sustainability decision-makers and influencers then compared them on common measures, so every market was judged on the same terms.
Interviews with decision-makers traced how a purchase like this moves through a company, and gave the buyer personas their shape.
What the team came away with
The founders and growth leadership had a market prioritization, an ideal customer profile by product and market, and buyer personas.
Together they put the evidence for the company’s growth plan in one place: where to go, which companies to target and who to talk to inside them.
Who we heard from
Sustainability decision-makers and influencers in three markets, in a survey and interviews
Related work
View market entry case studies- What we do
- Market entry research
- The thinking behind this
Considering a new market?
We’d be happy to talk through what it would take to know.
A partner or director will reply.