Inflection Point Strategy

Situation – Bootstrapped SaaS product company had won early deals across a broad market segment in terms of size and complexity. Limited development and support resources were stretched thin and only able to respond to the most urgent needs. Sales and Services were lacking clearly defined priorities and processes.

Problem – Largest customers were getting all the attention at the expense of others. Each new client implementation was a one-off. Sales was chasing everything that moved and losing most. Differentiation was not understood and not able to be messaged.

Solution – Narrowed target market that fit the ICP, negating the need for post-sale custom development. Developed value messaging for buyer personas and implemented discovery/qualification processes to produce higher win rates. Developed standard implementation packages to improve client expectations and communications.

Situation – Series A/B SaaS venture backed company had developed a software solution that was ‘customized’ for each client, the only similarity being that all the customers had a stake in the healthcare industry.

Problem – This resulted in easily more than a handful of key ‘target markets’ without a clear understanding of the potential for each, little understanding of competitors, and value messaging borrowed from one market to another.

Solution – Narrowed the ‘target market’ to 3 segments where a clearly defined need was identified, competitors were understood, buyer personas were clear, and a definitive value could be developed for each.

Situation – Early stage SaaS product company had gained modest traction with positive reference base since launch, but scalability was elusive due to a crowded field of competitors (over 10) and build-it-yourselfers.

Problem – Market didn’t recognize any product or service differentiation. Perception of company and solution was small, risky, niche player. Message was lost amid the competitive noise, most of whom were much larger. Lack of sizzle in the market made it difficult to attract new capital for growth.

Solution – Understood the need to appeal to the ‘first-mover vertical’ and redeveloped the messaging with a more familiar theme to that industry. Developed positioning and packaging assets around unique, but simple, differentiators. Created sales and marketing playbooks for consistent use and delivery. Changed and updated all market facing content except company name and logo.