SaaS
Strategic Collaboration for Successful SaaS Market Penetration
Hypothesis validated, value proposition sharpened, and a foundational customer base established.
Practice area 0101 / 04
Strategy Practices
Turning strategy into action.
A strategy that stays in a slide deck is not a strategy, it is a wish. These four practices decide where to play, and leave with a plan that names segments, buyers, message, channels, targets and owners, so the people who run it are never guessing.
Most engagements draw on more than one area, and one executive stays accountable for the whole.
01 · The context
Where It Fits
Of the four questions asked in week one, this practice area answers the first: is the team focused on the right initiatives to drive growth? The blocker it removes is disconnected strategy, a business plan and a go-to-market that were never the same document.
| The question we ask in week one | The blocker it exposes | The practice area that removes it |
|---|---|---|
| Is your team focused on the right initiatives to drive growth? | Disconnected strategies | Strategy Practices decide where to play |
| Are your growth teams moving fast enough to outpace competitors? | Slow pipeline velocity | Revenue Accelerators run the plan |
| Do you have the right customer technologies to support your goals? | Tech friction | Customer Tech build what it runs on |
| Do you have the right people in place, deployed effectively? | Team and resource gaps | People Practices put the right people in the seats |
The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove.
02 · The offer
In This Practice
Four services. Each decides something the rest of the engagement depends on.
03 · The method
Strategy Hands to Execution
The output of every Strategy Practice is the same artifact: a plan on one page, with the working plan behind it, in hand by day 30. What makes it different from a consulting deliverable is who picks it up next.
A strategy that stays in a deck is a wishEvery plan leaves with owners, dates and the executive who will run it.
The plan is a Plan-phase deliverable of the 100-Day Accelerator. Revenue Accelerators pick it up from day 31.
TransformBusiness transformation realigns strategy, structure, process and measurement around one plan, led by a fractional executive in the chief transformation officer seat. Where the operating model itself is the problem, this is where the work starts.
PlanGo-to-market planning makes the twelve decisions a launch, a new market or a repositioning depends on: which segments, who signs, what you say against the alternative they are really weighing, which channels carry it, and what each customer can cost to win.
ExpandInternational expansion enters a market in another country in three gated stages, with a stop point before the expensive one. Market development sells the product you already have into a new segment or geography, product and channel held constant.
04 · The handoffs
What It Draws On, What It Hands On
What it draws on
- The Growth Assessment run in week one
- Discovery with the people who feel the pain, not only the people who fund the fix
- The numbers finance already has: deal size, win rate, cycle length, coverage
- What the CRM actually says happened, once Customer Tech has cleaned the definitions
What it hands on
- A plan Revenue Accelerators run from day 31: demand, pipeline, brand, product, partners, care
- The stages, segments and definitions Customer Tech builds the CRM and dashboards around
- The roles and resourcing model People Practices staff, coach and eventually recruit for
- The measures the plan is revisited against every quarter
05 · The results
Proof
SaaS
Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo
More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US.
Financial Services | Insurance
Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods
Clear ownership of capabilities and of markets, and one way to prioritize the work.
06 · The answers
Questions We Get
What do the Strategy Practices cover?
Four services that decide where growth comes from: business transformation, go-to-market planning, international expansion and market development. Each ends with a plan that names segments, buyers, message, channels, targets and owners, and each is run by the executive who wrote it.
What is the difference between go-to-market planning and business transformation?
Go-to-market planning decides how a product reaches a market: segments, buying group, positioning, channels and the revenue math underneath a target. Business transformation changes how the company itself is structured, led, run and measured. A transformation usually contains a go-to-market plan; a go-to-market plan does not require a transformation.
How long does the strategy work take?
The plan is a Plan-phase deliverable of the 100-Day Accelerator, in hand by day 30 with the working plan behind it. International expansion and business transformation run longer, because the stages that follow the plan are part of the practice.
Do you run the plan, or just write it?
Both, and by the same person. The fractional executive who wrote the plan runs it through the Revenue Accelerators, with the same accountability as an in-house leader. A strategy that stays in a deck is a wish.
What does growth strategy consulting cost?
It scales with how many decisions are open and how much of the organization they touch. Thirty minutes on a call is usually enough to size it.
Ready to talk?
Thirty minutes is usually enough to know which practice area your growth problem actually needs.
Not ready to talk? Start with the Growth Engine Diagnostic: give us your website and see where your revenue engine works, where it leaks and where we would start.