Traditional segmentation often groups customers by superficial traits — company size, industry, geography — but these say little about actual purchasing motivation. Instead, we use frameworks like Jobs-to-be-Done (JTBD) to understand what functional, emotional, or social "jobs" customers are hiring your product to solve. This allows us to segment based on:

• Urgency of need: Which segments feel the pain most acutely and are actively seeking solutions?
• Willingness to pay: Which customers attach the most value to resolving their problem?
• Innovation readiness: Which groups are most open to adopting new solutions?

Inspired by Clayton Christensen’s work on disruptive innovation, we also identify "non-consumption" zones — places where no viable solution currently exists — as well as over-served customers who might be ready for a simpler, more affordable alternative. This nuanced segmentation is particularly useful in B2B markets where internal dynamics and purchasing committees can distort surface-level data.

Knowing who’s in the market is not enough — you need to know how hard they are to displace. We use Porter’s Five Forces to assess the intensity of competition, the power of suppliers and buyers, the threat of new entrants, and the risk of substitution. This helps us:

• Identify pricing pressure and margin erosion risk
• Spot markets with high loyalty barriers or switching costs
• Assess where incumbents are vulnerable (e.g. poor UX, legacy tech)

Beyond competitive pressure, we explore positioning whitespace using perceptual mapping and price-value analysis. We ask: Where is customer attention clustered? Where are their needs met poorly? Which features or messages are missing from the competitive landscape? This analysis gives your product the space to stand out.

Customer insights shouldn’t wait until after launch. We incorporate real-user input from the beginning via:

• In-depth interviews with purchasing decision-makers and end-users
• Co-creation sessions to shape the product or messaging collaboratively
• Usability walkthroughs and concept testing

These qualitative inputs surface what metrics can’t: the language customers use, their hidden objections, and emotional triggers. This aligns with Seth Godin’s principle: "Don’t find customers for your products — find products for your customers."

In complex B2B sales, where the buying cycle is long and roles are fragmented, understanding who influences the deal and how value is perceived is critical. We ensure your positioning reflects not just needs — but priorities.

Rather than rely on internal excitement or anecdotal feedback, we test real-world traction using lean validation tactics:

• Landing pages to gauge interest, collect leads, and test message resonance
• Mock pricing experiments using tools like Van Westendorp price sensitivity meters
• Targeted digital campaigns to measure click-through, conversion, and value perception

These are designed using Steve Blank’s Customer Development methodology, which separates discovery from execution. Instead of committing to full rollout, we validate core assumptions: Is there demand? Does the messaging convert? Would they pay what we’re planning?

This approach saves time, budget, and reputation — and builds confidence before scale.

A common failure point in product launches is siloed knowledge. We synthesise our findings into clear, shared tools:

• Market maps showing players, partners, and influencers
• Buyer journey maps outlining pain points, objections, and triggers
• Influence trees showing how decisions flow in complex organisations

These artefacts align product, marketing, sales, and leadership around a common view of the market. They serve as both strategy guides and training tools, ensuring consistency in execution. In B2B environments with long sales cycles, this shared understanding reduces friction and duplication.

Research alone doesn’t create value — execution does. That’s why every engagement concludes with a set of strategic recommendations grounded in market data, not opinions:

• Which segment to target first — and why
• What value proposition and message to lead with
• Which features or pain points to emphasise in marketing

How to differentiate clearly from existing players

We convert research into go-to-market checklists, sales enablement tools, and marketing content starters. Our aim is not to leave you with a deck — but with direction.

Because ultimately, market mapping is only as useful as the decisions it informs.