Business Model & Company Persona
A lot of technology decisions of a company is influenced by its business priorities and key objectives across departments and functions.
In effect, a lot of technology decisions are driven by the business models and personas the company has - overall and at a department level.
We map out in-country and global locations of relevant people
–Functional heads and specialists
–Relevant senior executives
–IT sme’s and leaders
Next, we map location of your sales people (and SMEs,
consultants etc) to client’s relevant locations and roles
Org Relationships Intel
Many large enterprises have an org structure that resembles a complex web - several subsidiaries and acquisitions.
- We need to know key decision makers, users, influencers are present across which orgs
- In case of acquired companies, we need to understand if decision makers are still present within the acquired org.
Technology Landscape - for Enterprises
What technology products are being currently used in relevant categories; install dates where available
üNew technology priority areas for investment
Key Financials - for Enterprises
Key Financial ratios that reflect on different aspects of a company’s financial performance. These are relevant as your software or service could have noticeable impact on these numbers.
Hence, it could make sense to prioritize companies who’s needs align with technology and services you provide.
Net Profit margin (or Loss)
P/B ratio – high or low
Quick ratio – high or low
Signs of company in growth phase
We look at clear signs of a company being on the growth path:
Distinct employee count growth in these core business areas:
Intent data - for Enterprises
Intent keywords often reveal the stage in funnel. I can potentially help in appropriate level of messaging to a target account.
Beyond Research Intent, the client is fairly knowledgeable and interested in an area if they trialed a related software during the recent past.
You may want to give extra points to companies with good ratings in ESG. Such companies follow corporate ethics and end up being more successful financially and as reputed brands over the longer term.
Where available, we take into account ESG ratings for enterprise class companies:
Competitor Local Presence
For enterprise clients that do have local presence of a competitor too in the vicinity, it could potentially serve a stronger competitive layer during GTM (its best to consider the stronger competitors for this).
Minus points for enterprise clients where this is true.
Partner Local Presence
For enterprise clients that do have local presence of a partner company too in vicinity, it could potentially serve a stronger GTM
Extra points for enterprise clients where this condition gets satisfied