Narrow the market
Review the offer, current customers and buying requirements. Compare a small number of sectors against clear criteria, including the use case, likely buyer and barriers to entry.
B2B TECHNOLOGY / PROJECT SCENARIO
Finding a practical route into a new market
A strong product does not automatically translate into demand in a new market. The first task is to understand where the offer fits, who has a reason to buy and what would make an introduction relevant.
POSSIBLE PROJECT SCOPE
A possible engagement, not a completed client project.
Consider a technology business with customers in its home market and limited knowledge of a new region. A large prospect list would create activity, but it would not answer the important questions: which sectors have the problem, who owns the budget and whether buyers need a local partner or an initial pilot.
A PRACTICAL APPROACH
How we would
tackle it.
The final scope depends on your business, existing systems and the decisions the work needs to support.
Research suitable accounts
Build a researched account sample with sources, relevant roles and a reason for including each business. Review the sample with the client before expanding the research.
Develop the commercial approach
Prepare sector-specific messaging and partnership propositions. Where business development is included, record responses, qualify interest and give the client's sales team enough context for the next conversation.
- Market priority brief
Priority sectors, assumptions, buying constraints and the questions that need further validation.
- Researched account map
Suitable organizations, buyer roles, source notes and a reason for fit.
- Conversation materials
A concise proposition, discovery questions and a partner introduction brief.
- Opportunity record
Responses, qualification notes, next actions and clear ownership of follow-up.
ASSESSING PROGRESS
What would
count as progress?
Separate accounts researched, conversations started and qualified opportunities. A meeting is only counted when it is confirmed; an opportunity needs an agreed fit and next step. Revenue remains a later outcome, not an assumed result of research.
What we would need from you
Product material, current customer patterns, target regions, sales capacity and an owner who can approve positioning and follow up on interest.
Keeping responsibilities clear
This scope focuses on entering a new market. Product launch positioning and pricing research belong in a separate GTM scope if needed.
YOUR BUSINESS, YOUR REQUIREMENTS
Facing a similar
challenge?
Tell us what happens today and where you want to get to. We’ll help define a suitable first piece of work.
Discuss your requirements