B2B SaaS · 8 segments
From ‘fragmented market’ to 3 priority segments.
Platform sold to sectors so disparate marketing was mush. Map with 3 vertical priority segments and a tailored message for each. CAC -32%.
If your target customer is ‘men and women between 25 and 55 with disposable income’, you don't have a target customer — you have a surrender. A good audience map prioritises, discards and operationalises the decision of who to sell to.
Your communication is generic because the audience is generic. Result: you neither attract the priority customer nor convert the occasional one.
You have several lines or ranges and all communicate the same way. Each range speaks to a different audience — the map clarifies it.
International launch, new category, youth segment. Time to redefine audiences from scratch with judgement, not intuition.
You sell to a buying committee of 4-6 people with different interests (technical, financial, end-user). Without a role map, sales are slow and politicised.
Audit of who buys today, who stays, who leaves, who doesn't arrive. Real CRM data, not imagined profiles.
Construction of 3-5 segments with mixed criteria (sociodemographic, value, behaviour, motivation). Each segment with commercial weight and strategic attractiveness.
Attractiveness × competitiveness matrix to decide which to serve at priority 1, which at 2, and which to consciously renounce.
Each priority segment with its discourse, channel, offer and KPI. The map becomes an actionable briefing for day-to-day.
Defining well who you address changes the entire marketing and sales system. Concretely:
Sales stops treading on leads that will never convert and focuses on those that will. CAC drops, conversion rises, team less burnt out.
The same product is communicated differently to the CFO than to the end user. The map allows three coherent messages instead of one generic.
Your campaigns on Meta, Google or LinkedIn segment according to the map, not intuition. Effective CPM drops with real segmentation.
Product features and improvements are prioritised by priority audience. Nobody loses time building features for a non-target segment.
The hardest part of serious marketing is saying no. The map documents that decision and turns it into internal policy.
A new sales hire understands in one session who to attend and how. The map is the most useful induction tool the sales department has.
Platform sold to sectors so disparate marketing was mush. Map with 3 vertical priority segments and a tailored message for each. CAC -32%.
Winery with the same communication for three radically different audiences. Map with discourse, channel and KPI per segment. Direct sales +21% in twelve months.
Professional practice with 6-month sales cycle. Map of the 4 committee roles (decision-maker, prescriber, user, buyer). Cycle dropped to 4 months with materials adapted to each role.
Data, context, competition, audiences.
Positioning, priorities, allocation.
Actions per channel with owner and deadline.
Review, adjustment and next round.
The audience map delivers particular value in these four scenarios — and the sooner it's done, the more is saved in unfocused execution:
High CPMs, low CTRs, rising CACs. The problem usually isn't creative — it's segmentation. Generic buyer persona = generic audience = mediocre efficiency.
Marketing talks about ‘urban millennials’, sales about ‘B2B decision-makers’, product about ‘power users’. Without a common map, the organisation rows in four directions simultaneously.
Sales rise but no one in the organisation could explain who the archetypal customer is or why they buy. It's fragile success — and when a downturn arrives, you won't know where to defend yourself.
Before investing in product and communication, defining the target audience avoids generic launches that take months to reorient after the first bad data.
The individual buyer persona is useful for creatives and communication briefs. The audience map is strategic — it defines which segments to serve, in what order, with what investment weight. They are complementary tools: the map decides and the persona details.
Between 3 and 5 priority segments. More than 5 usually indicates that segmentation is academic, not operational. An organisation cannot execute well on 8 segments in parallel — it ends up doing it mediocre in all.
You need to combine quantitative data (CRM, transactions, web analytics) with qualitative (interviews, observation, market). If quantitative data is poor, in-depth interviews compensate at the start — and analytical setup is improved in parallel.
Especially. In niche B2B segments are few but very differentiated (vertical sector, customer size, digital maturity). A map with 3 segments in niche B2B gives more clarity than 10 segments in mass B2C.
Light annual review, deep review every 2-3 years or when there's a relevant change (market entry, product launch, merger). The map isn't set in stone — but neither is it rewritten every semester by fashion.
First 45-minute session, free of charge and no commitment. If we fit, I send you a detailed proposal within 5 days. If we don't, you take away a useful initial diagnosis.