Situation
The vendor had grown in North America and Europe and was being asked by its board for a plan for India and Southeast Asia. Inbound interest from the region was real but scattered, and nobody could say which segment would pay first.
The question
Which market and which segment should come first, what should the route to market be, and what would it cost to find out the hard way if the answer were wrong?
What LeadStrategus did
- Reconstructed each candidate market bottom-up from company counts rather than analyst totals.
- Defined the ICP and the buying group, including the accounts to disqualify.
- Compared direct, partner-led and hybrid routes against the vendor's budget and headcount.
- Built two forward scenarios with the decision gates that would move the plan from one to the other.
Evidence and deliverables
- Market map and sizing model for each candidate market
- ICP definition with disqualifiers
- Route-to-market comparison
- Scenario plan with decision gates and a 90-day operating plan
Outcome
The board approved a single-market entry with a partner-led route, a target list of 120 companies and a review gate at two quarters.
What changed in the GTM motion
Regional growth stopped being a reaction to inbound enquiries and became a sequenced plan with owners, gates and a number to hit.