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Helping technology and software companies grow through better product-market fit, improved competitive positioning, and increased customer loyalty.

Digitization Automation AI/ML

What We Do

Customer needs assessment
Customer journey mapping
Voice of customers
Buyer NPS diagnostic
Competitive benchmarking
Digital maturity assessment
Concept validation
Post launch feedback
Unit economics benchmarking
After sales support benchmarking
Cost benchmarking
Ad monitoring
Market potential assessment
Brand health diagnostic
Category trends
Target screening and diligence

Customer needs assessment

Who are the customers of the technology product / software?
What are the use cases that the tech product addresses across different verticals / customer types?
What are the key purchase criteria for the tech product and how do they differ across businesses depending on their industry, size, and vertical?
What are the 'must have' vs. 'nice to have' features in the technology offerings?
Preference for integrated vs point solutions and horizontal vs. vertical solutions? What are the primary reasons to adopt the product?
What is the stickiness of the technology solution in terms of criticality to business and switching costs?
What is the customer's willingness to pay for various features? What features can make the technology offering premium?
Are there any product offerings not available to customers? Is the opportunity significant?
What are some of the unmet needs across existing products / services and reasons thereof?
How to understand emerging needs and deepen relevance to personalize the technology company's product?

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Customer journey mapping

What are the typical purchase processes and buyer journeys across different product categories / buyer types?
Who are the key decision-makers or influencers in the product purchase journey across product categories / buyer types?
What are the main touchpoints in the buyer journey and which stakeholders are involved with these touchpoints?
What is the role of the sales and marketing and customer support team in each stage of the purchase and product usage journey?
How is the service support experience with the product's customer success team?
How does the company fare in customer success metrics such as average ticket resolution time vs. competitors?
What are the specific pain points and areas for improvement at different touchpoints?
How is buyer satisfaction across different touchpoints of the customer journey?

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Voice of customers

What are the reasons for the preference of the client's product over others?
What is the company's perception amongst customers and non-customers in the space?
How do customers rate the 'sales and service' experience of the technology company?
Are existing customers referring to the company's product? What is the viral coefficient?
How to use ‘voice of customer' and sentiment analysis for product improvement and enhancing customer satisfaction?
What are the reasons for the preference of a particular technology product / software brand over others?
What are the key elements to provide a comprehensive buyer experience?

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Buyer NPS diagnostic

How likely is the buyer to become a brand ambassador of the tech product?
How does the NPS vary across customer groups and how does it compare with key competitors?
How does the tech product’s / software’s NPS vary with competitors?
What are the key reasons for a customer to be a promoter / detractor?
Are customers using new features in the product? What is the adoption rate?
How likely is the customer to become a brand ambassador of the tech product / software?
What are the relative strengths and weaknesses that have the highest impact on NPS?
What is the level of the stickiness of the technology product / software across customer groups?

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Competitive benchmarking

Who are the key competitors and what are the features of their tech product / software?
What is the market share of competitors in the product group and how are they winning?
How does user experience compare across different competitive products?
How does competition fare against important industry metrics?
What is the market positioning of different competitive products?
What kind of customer groups does competitors target, and how does the value proposition differ between players?
How are competition’s products priced and how are they changing in recent times?

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Digital maturity assessment

What are the digital capabilities of the organization?
What are the key drivers for and bottlenecks to digital transformation in the organization?
How does digital maturity vary across different departments of the organization?
How does the extent of digital adoption vary across customer groups?
What are the key drivers of digital adoption in customer groups?
With respect to the market, where does the organization stand in its digital transformation journey?

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Concept validation

How much impact will the product have in serving the needs of consumer?
What is the ideal methodology for testing new software concepts? What should be the sampling plan?
How can the product be made more consumer friendly?
How should the UI / UX of the software / product be designed?
How can we get insights on customer preferences on the features and overall product concept pre-launch?
What should be the key message and tonality while advertising the new product launch?
What is the optimal beta launch design for a proposed product?

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Post launch feedback

How does the product / software sales align with the client’s pre-launch expectations?
Which are the right channels to get post-launch feedback?
Which buyer groups should the client target for holistic feedback on the product / software offering?
Did the launch message resonate with target buyers? Where else do they need more clarity?
How does the technology product / software feedback vary by buyer types?
What challenges do target buyer segments see in using the technology / software product?
How has the adoption of technology product / software changed in its lifecycle? How does it compare with other product / software?

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Unit economics benchmarking

What are the different revenue streams per buyer? What are the drivers of revenue?
How much does it cost in time and money to service / acquire a buyer? How will the product development cost affect unit economics?
What fixed and variable cost components are associated with servicing a buyer?
What are the drivers of fixed and variable costs?
What is the break-even scale and time taken to reach breakeven?
How does the unit economics vary across buyer segments (industry vertical, size, etc.)?

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After sales support benchmarking

How does the scope of after sales support of the client vary with competition?
How does the client compare with industry peers in key after-sales support metrics such as ticket resolution time?
How much does the client spend on average in after-sales support vs industry benchmarks?
Is after-sales support adding value to the buyer? What are the areas of improvement in after-sales support?
What should be the KPIs for tracking the performance of after-sales support?

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Cost benchmarking

How does the technology / software development cost of the client fare with that of competition?
What is the structure and breakup of cumulative cost?
How do individual cost segments such as ‘after sales service’ compare with the competition?
What are the areas of improvement for the client with respect to competition?
Does client's additional cost provide it a differentiation against the competition?
What are the global best practices for cost optimization?
What are some of the short-term and long-term actions that can help optimize cost?

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Ad monitoring

How does competitors' advertising spend fare vs own company?
What is the frequency, channel contribution of ads of competition vs own company?
What is the reach of different channels to key decision makers of technology / software purchase?
What ROI have we seen from different digital campaigns?
With the offering constantly evolving, are the advertisements driving home the key message of the brand / product?
How differentiated are the advertisements of the client vs competitors?

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Market potential assessment

What is the bottom-up / top-down market size across different product categories and geographies in the relevant technology space?
What is the company's TAM (Total Addressable Market), SAM (Serviceable Addressable Market), and SOM (Serviceable Obtainable Market)? What is excluded in SAM and SOM?
How fast are various markets in terms of verticals / customer types / use cases / geographies growing in the relevant technology and software space?
How much market share can the company potentially achieve in various markets?
What is the possible market share that the company can gain from its current product offerings vs. from building new products?
How much of the market share can the company gain from the currently penetrated market i.e, from existing category buyers vs. from new market development?
How is the market potential split across different geos / customer segments / channels etc. and how is it expected to grow?

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Brand health diagnostic

How is the awareness of client’s name amongst the target buyer group?
What is the perception of software / technology products provided by the client amongst target buyer groups?
Which brands does the client compete with and what are their relative strengths and weakness vs other brands?
What has been the impact of the client’s branding strategy? How has it affected brand perception across buyer groups?
How does prospect conversion compare against other technology / software providers?
How relevant do buyers find our digital marketing material?

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Category trends

How are different categories in the technology companies’ market growing? What are the key drivers of category growth?
What are the key metrics - overall category growth rate, sub-category growth rate, unit economics indicating?
What are the emerging trends in this category? Which trends are long-term trends vs fads?
Which global trends in the technology / software category are yet to arrive in India?
How to pick up trends in this category before they become mainstream?

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Target screening and diligence

How fragmented is the market in which the target is operating? What are the other suitable acquisition / investment opportunities in the target’s market segment?
How does the target fare against competition across key operational, organizational, and financial metrics?
What is the depth in the technology / software portfolio of the target company vs category peers / leaders?
What are the key demand drivers for buyers?
How is buyer behavior going to change in the future? What trends are expected to shape buyer behavior?
Which buyer segments are driving the category? Which segment does the target cater to?
What is the CAC and LTV of target accounts? Are they above / below industry standards?
How adept is the existing management at driving growth? What is their track record?
In how much time can the target scale their business?

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Connect with our Tech Experts

Hitesh Gossain

CEO, Network

Amar Choudhary

CEO, Intelligence & Insights

Abhishek Maiti

Director, Intelligence & Insights

Praneet Singhal

Director, Intelligence & Insights

Related Case Studies

Mapping digital journey for Insurance player

Objective

Leading online Insurance platform wanted to compare its customers’ digital journey with othe internet-first Insurance players to identify key improvement areas and level of digitization
They also wanted to understand customer experience before and after claiming the policy

Methodology

Conducted in-depth interviews with active customers (N = 1500) and churned customers (N = 200) to understand digital journey, key pain points and improvement areas
Conducted in-depth interviews to understand awareness, customer experience and NPS of all apps and websites of target and its competitors to identify differentiating metrics in core product features
Conducted mystery shopping to understand digital journey of customer on target vs its competitors
Understood key competitors’ strengths and weaknesses by elaborate secondary research and mapped those to customer needs to identify clear winners

Impact / Outcome

Client had a clear view on how it stacks up against competition in creating a seamless digital journey of customer. The client also got actionable insights to develop its tech in core areas to gain competitive advantage

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Qualitative survey to understand buyer NPS and compare against competition for a global provider of networking solutions

Objective

A global provider of networking solutions wanted to understand buyer perception, buyer NPS and drivers of NPS

Methodology

Conducted in-depth qualitative discussions with (N = 100) across network solutions buyers of different size and industry verticals to understand feedback on network solutions
In-depth analysis of buyer NPS and dominant drivers for each of the three segments (promoters / neutrals / detractors)
Evaluated gaps and pain points in current network solutions used by buyers

Impact / Outcome

Helped the client with detailed insights on their buyer base including current gaps and drivers of promotions

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Understand customer needs and KPC to improve overall attractiveness of technology offering in CRM space

Objective

A global CRM company wanted to understand the reasons for lower market share in India by improving its understanding of buyer profiles and KPC

Methodology

Conducted buyer survey (N = 300) and in-depth consumer interviews (N = 50) across different sizes of enterprises to understand product awareness, KPC and stakeholders involved in purchase decisions
Conducted competitor in-depth interviews (N = 5) to understand different types of pricing, and features provided to CRM customers
Based on competitor and buyer interviews identified the important customer needs and the gaps there within
Conversed with (N = 5) industry experts (in-depth interviews) to understand the changing industry trends

Impact / Outcome

Client understood the stakeholders involved in purchase decisions and also established their key purchase criteria and gaps in its CRM offering

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Benchmark service offerings provided by different technology companies in cloud

Objective

A global IT company wanted to understand competitive positioning of its cloud-based services

Methodology

Secondary research to understand the cloud services offered by technology companies to Indian buyers
Conducted in-depth buyer interviews (N = 50) across different sizes of customers of cloud services to benchmark quality and scope of service offerings, including user experience and key differentiating value propositions
Conducted competitor in-depth interviews (N = 5) to benchmark sales process and conversion, and cost of providing services
Conversed with (N = 5) industry experts (in-depth interviews) to understand the changing customer needs in cloud services

Impact / Outcome

Helped client understand positioning of its cloud service in the market and make necessary changes in the offering to become the market leader

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Digital maturity assessment of prospective customer group of a large financial software provider

Objective

A large financial software provider wanted to understand the digital maturity profile of its prospective customers and identify need gaps

Methodology

Conducted in-depth interviews (N = 30) with users of financial software of the client; Interview variety included customers of different sizes to understand digital maturity across six dimensions (strategy, culture, organization, process, technology, and customer engagement)
Created preliminary findings basis the interviews on which a survey (N = 150) was conducted for the potential customers across 5 cities
Basis survey, quantified unmet needs of different sizes of prospective buyers and variation along with digital maturity
Benchmarked customer’s feedback about the client's software against those of its competitors

Impact / Outcome

Client could clearly identify the digital maturity profile of its target customer group and also identified the unmet needs of prospective customers
Client was able to understand feedback on current competing software products available in the market

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Competitive intelligence tracking of co-working players

Objective

A co-working player in India wanted to understand unit economics of key competitors in the co-working space
The player also wanted to know details like carpet area of centers, seat density and occupancy

Methodology

Conducted in-depth interviews (N = 40) of stakeholders (managers, community managers & employees) across 5 workspace providers in 3 different cities (Delhi NCR, Mumbai & Bangalore)
Created unit economics model to benchmark key competitors in the co-working space
Conducted deep level secondary research via sources like player websites, leading news publications and online reports

Impact / Outcome

Successfully estimated unit economics of key competitors of the client
Client was also able to understand other details like total workspace areas of key competitors, occupancy, and seat density

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