Mapping a national cloud market company by company
A national total says little about where to sell. A bottom-up reconstruction shows which companies drive cloud spend, which provider holds each and where sales should focus.
- Challenge
No view of which companies drive cloud spend or which provider holds them.
- Approach
A bottom-up, cross-checked reconstruction, company by company.
- Result
A company-level market model that sizes share and sets sales priorities.
The situation
Global cloud providers growing in a Southeast Asian market often have no view of which companies drive cloud spend or which provider holds them. Banks, telcos, digital platforms and government-linked groups carry much of the demand, but their provider choices appear in no report. Sales covers accounts by size and sector, so a bank committed to a rival's local region gets the same effort as a platform still choosing. Territory plans and partner investment then follow company size instead of contestable spend.
The question that mattered
Who are the most important cloud buyers in the market, what is each provider's real share of their spend, and where should sales focus first?
What we did
- 1
Build the market from the bottom up
Identify and profile the companies that drive cloud demand in the country, rather than starting from top-down totals.
- 2
Triangulate every estimate
Infer each company's provider usage from several independent signals (public technology footprints, hiring, partner and case-study references, analyst data), then have an analyst review conflicts before anything enters the model.
- 3
Estimate share company by company
Roll the validated company views up into a provider share estimate, with a confidence level shown for each figure.
- 4
Turn the model into a target list
Show where the client is strong, where competitors hold accounts, and which accounts sales should prioritise.
What we delivered
The evidence and working documents the team kept.
- Company-level profiles of the top cloud-buying companies
- Bottom-up national market model with confidence levels
- Provider share estimate
- Tiered target-account list with the competitive position of each account
The outcome
Top cloud buyers
profiled company by company, with the provider behind each
Share
estimated from cross-checked, company-level evidence
Sales coverage
moved towards accounts still split between providers
Account plans
for rival-held accounts now start from how firmly the rival holds them
Territory reviews now begin with named companies and the provider behind each, and leadership asks how confident an account figure is before moving sellers onto it.
What changed in the GTM motion
Planning moves from top-down market estimates to an account-level model. Each territory planning round now starts from that model: analysts refresh an account's provider view when new hiring, case studies or partner references appear, and sales tiers are read from it instead of being rebuilt every round.
Services in this programme
Case studies
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