The Situation
A global technology company with a stronghold in the enterprise segment was seeking to strengthen its performance in the small-to-mid-market (SMM) space. While large enterprise deals followed expected patterns, outcomes in the SMM segment were less predictable, revealing a need to better understand the buying behaviors and competitive dynamics influencing those decisions.
Leadership engaged Sedulo Group to uncover:
- What was driving wins and losses in the SMM segment
- How competitor value propositions were resonating
- The role of pricing and contract structure in decision-making
This intelligence was essential for refining product positioning, go-to-market strategy, and commercial models.
The Solution
Sedulo Group designed and executed a structured Win/Loss analysis program focused on recent opportunities in the SMM space. By conducting direct interviews with buyers, both those who selected the client and those who did not, Sedulo delivered objective, decision-maker-driven insights.
Key elements included:
- Primary interviews with buyers across recent sales cycles
- Competitive intelligence layered into buyer feedback
- Thematic analysis of purchasing criteria and friction points
Key Findings
Sedulo’s research surfaced a clear trend:
- Small-to-mid-sized buyers were more sensitive to rigid contract terms, upfront costs, and fee-based models.
- One disruptive competitor stood out by offering no-contract onboarding and simplified pricing, which resonated strongly with buyers looking for a lower-risk, faster implementation option.
- In contrast, enterprise clients showed greater tolerance for traditional contracting due to longer procurement cycles and more complex integration needs.
The Success
Sedulo’s insights enabled the client to take immediate, strategic action:
- Pricing Optimization: Refined contract and pricing models to reduce friction in the SMM buying process.
- Segment-Specific Messaging: Adjusted commercial messaging to better reflect buyer priorities at each tier.
- Competitive Positioning: Recalibrated the company’s offering based on new insights into buyer expectations.
Strategic Planning Director
We finally understand why we win and lose, not just what happened. That’s been a game changer for how we position and price.