Solving ICP and offer structure
This company had built data most of its market couldn't produce, and it sold that data as fixed-fee pilots to large organizations that took a long time to decide. In our first two months we changed the buyer, the pricing and how the team tracked deals. The new buyers were less price sensitive since the data was more valuable to them and they signed annual contracts. Pipeline grew about fivefold in seven months.
B2B analytics company // Client story
5x
pipeline in seven months
Open pipeline when we stepped back from the hands-on work, against where it stood when we started.
+30%
new ARR in one quarter
Annual contracts signed in a single quarter, after pricing moved from one-off pilots to yearly terms.
15
old stages to one pipeline
About 15 stages across two pipelines became one simplified pipeline, with entry and exit rules per stage.
Where the work started.
The product was strong, and the team could explain every part of it. Their first buyers liked it but had no urgency to buy it, and each sale was a one-off pilot with its own price. The CRM had about 15 deal stages across two pipelines, and half the deals had no value entered. Nobody could say what the pipeline was worth.
What the team was left with.
The company sells annual contracts to financial industry buyers who use its data in a higher value way and its pipeline is about five times what it was. The team works from one pipeline with stages everyone uses, a forecast that marks which numbers are guesses, and call guides short enough to read before a call.
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