Customer segmentation
Customer insights and prioritization for accelerated growth
The challenge
An innovative health-tech company had found great success in data analytics, mostly as a service provider but was struggling to build demand for its technology offerings. Their growth required a deeper understanding of their customer base to see where they could shift them to more of a self-service technology model while also finding new segments for a technology-only model. Without a clear picture of these customer segments, the company struggled to cross-sell technology and services in a way that truly resonated with customer needs. This lack of strategic insight resulted in a generic go-to-market strategy focusing mostly on services, leaving significant revenue opportunities untapped and slowing their growth trajectory
Our approach
Acelyst worked with the leadership team to build a strategic customer insight framework. Our process included:
Strategic immersion and framework development: We started with a leadership immersion workshop to align on objectives and define the ideal customer based on their success and failures in selling technology offerings. Based on these insihgts, we worked with internal sales teams to develop hypotheses about target personas and buying journeys.
Behavioral and value-based segmentation: We then applied our proprietary frameworks to the company’s book of business and other GTM analyses. By examining data such as contract value and SKU distribution, we unearthed core insights into how different customers are engaging with their products, marketing content, and sales. This step allowed us to create and prioritize a data-drive behavioral segmentation.
Attitudinal deep-dive and validation: Next, we conducted in-depth interviews with both external thought leaders and internal stakeholders. We uncovered the underlying motivations, attitudes, and mindsets behind purchasing decisions to explain the “why” behind customer behavior.
Strategic messaging and operational guidelines: We translated these rich insights into a detailed messaging framework with actionable guidelines for the sales, marketing, and account management teams to align their efforts with true customer needs.
The outcome
The resulting framework created three distinct customer segments from the current base and a new one that the client had not reached out to before. The customer revised its GTM approach, including redeploying sales teams. These three new segments also allowed sales and marketing to more effectively articulate the company’s value proposition, which supported all GTM efforts, including pricing and organization structure.