Industry 05 · IT, Software & SaaS
Growth for IT, software and SaaS.
After the first customers, growth stalls for many B2B software providers. The transition from founder-led sales to repeatable new business acquisition is a discipline of its own.
In short
B2B software and IT providers rarely fail because of the product. More often the cause is positioning that is too broad, a conversion path that does not fit the actual sales model and an unclear handover between marketing and sales. We sharpen ICP and positioning, build demand generation with ABM and set up revenue operations that make pipeline and forecast reliable.
- B2B software
- SaaS
- IT service providers
- Cloud
- Cybersecurity
- Enterprise software
- Vertical SaaS
01 · Starting point
From the founders' network to repeatable new business.
The first twenty customers almost always come through the founders' network, a pilot project or a referral. These routes cannot be scaled.
A common mistake at this stage is positioning too broadly. For fear of giving away potential, the target group is kept open. The result is a website that is not specific enough for anyone and a sales team that starts from zero in every conversation.
A second mistake concerns the conversion path. Many providers adopt patterns from self-service business, although they actually sell to procurement departments with approval processes.
Typical situations
- 20 to 80 customers, growth depends on the founders' network
- The website describes features rather than outcomes
- Traffic is there, pipeline is thin
- Marketing and sales define leads differently
- Market entry into DACH from another home market
02 · Buying process
Who decides and what matters.
Enterprise purchases often take three to twelve months. Security, integration and procurement are more frequent obstacles than features.
Typical buying committee
- Business unit
- Owns the problem and assesses the value in daily work.
- IT and architecture
- Checks integration, operation and scalability.
- Information security and data protection
- Checks hosting, certifications and contracts.
- Procurement
- Negotiates licence model, term and conditions.
- Management or CFO
- Assesses business case and risk.
03 · Focus areas
How we work in this market.
The Growth Architecture stays the same. The weighting and order of the disciplines depend on the market.
- Strategy & Positioning
ICP and category
A narrow ICP, a clear category and messages that work without a founder in the room.
- Brand & Authority
Trust for enterprise
Case studies, security information and thought leadership for decision-makers.
- Digital Experience
Conversion that fits the sales model
Demo, trial or conversation, depending on contract value and buyer.
- Demand Generation
ABM and paid media
Account-based marketing, LinkedIn, search and outbound within the legal framework.
- Revenue Operations
Pipeline and forecast
Lifecycle, scoring, routing and dashboards for pipeline and customer acquisition cost.
The full method is described on the approach page. Typical situations and the strategic response can be found in the playbook.
Frequently asked
Frequently asked questions from this market.
Product-led or sales-led: which fits us?
How important is the German market for international providers?
Do you work with our sales team?
Further reading
Relevant services and next steps.
Working together
Let's talk about where you stand.
In a 30-minute first conversation we identify where your growth is stuck and whether working together makes sense. You then get an honest view of a realistic scope.