Measure your market on contract value, sales cycle and decision-makers, and see whether it calls for conventional demand generation or the model we run.
We have reached whole buying groups for our clients at companies like these
Enter your own figures for an indicative assessment.
Measures past the conventional range
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An annual contract value of high five figures, six figures and above, a sales cycle of two to twelve months or more and three to fifteen or more decision-makers: the market our work is built for.
Nothing you enter is stored or sent.
How far your market sits from the conditions the conventional, volume-led model was built for. It counts how many of three measures pass the line: annual contract value, the sales cycle and the number of decision-makers.
Annual contract value, what one new client is worth in a year; sales cycle, the months from first conversation to signature; and decision-makers, everyone whose agreement the decision needs. Nothing you enter is stored or sent.
Each measure is ticked as it passes the line: contract value of high five figures, six figures and above; a cycle of two months or more; three or more decision-makers. None ticked, the conventional model fits; one or two, part of your market has passed the line; all three, complex-market territory.
Illustrative figures, not a client: a contract worth $250,000 a year, a six-month sales cycle and six decision-makers. All three measures pass the line, so the result is three of three: the market our work is built for.
The same three measures under each model: where one moves past the conventional range, the economics change.
A larger contract draws closer scrutiny, and every opportunity costs more to develop.
Conventional model: small to mid-ticket
How we address it
Complex markets: high five figures, six figures and above.
A longer cycle means the same account has to be worked well, and patiently, for months.
Conventional model: two to six weeks
How we address it
Complex markets: two to twelve months or more.
A wider group means the case has to be made several times, to people who weigh it differently.
Conventional model: one or two
How we address it
Complex markets: three to fifteen or more.
The people who can move the decision, not the most visible name.
A larger group is not approached at greater volume: each member is reached on a plan written for the mandate type, and on the standards you set.
Each plan rests on a playbook written for the mandate type and the whole buying group. It sets the order in which members are approached and the evidence each needs to see.
Each decision-maker is approached where and how they prefer: directly, through a warm introduction or through a partner channel. Seniority and prior response decide which.
A group is not reached in a single message. Each decision-maker is approached in stages, with the channel selected for each contact.
Messaging and compliance guardrails govern every approach before anything reaches the market. You set the standards, and our team enforces them.
It needed to reach schools and PTOs within a strict timeline, the fall and spring windows, with limited availability.
Within ninety days, 373+ qualified opportunities and a $4.85M pipeline, inside the windows the school year allows.
Results from one completed ninety-day mandate. The figures describe work already done.
Before an engagement begins, two companies are screened: yours, whose customer economics decide whether the engagement works, and the account you want to win.
For that account, size matters only where it changes the ability to buy, the urgency or whether you can serve it.
The conventional model works for small to mid-ticket deals, cycles of two to six weeks and one or two people deciding. The tool counts how many of your three measures sit past that range.
Often it does. Each movement is a cost carried for the full length of the cycle, and the model is priced for none of them.
Those of the clients you want to win, not an average. A blended figure can hide the strategic relationships your next mandate should pursue.
No. Fit also depends on a reachable market and an offer clients already buy. Those questions are assessed in diligence, at no cost.
When buyers are few enough to name, restraint becomes an advantage.
Read the article
Established B2B companies where one new client carries significant value.
See who we work with
Tell us how your buyers decide, how long a sale takes and what one client is worth. Where there is alignment, we begin with a working session.
We assess whether your market can deliver before any engagement.
If your market cannot deliver, we tell you early, and why.
Where there is alignment, initial drafts for your team to review.
