Market Entry and Growth Strategy

At Absolvo, strategy is never just a presentation. We design actionable go-to-market and growth strategies that don’t stay on paper. Our team combines transaction advisory expertise with hands-on execution support: from building scalable sales processes and defining measurable growth KPIs to translating market trends, competitor data, and capitalization insights into real results. We’ve supported founders and management teams across multiple industries - B2B SaaS, edtech, cybersecurity, defence and aerospace - helping them transform strategy into measurable performance.

Strategic Advisory helps when:

• Preparing for your next investment round but missing a clear growth strategy and metrics,
• Struggling with slow growth and need a sales and process turnaround,
• Scaling after fresh funding but lack the C-level capacity to roll out the strategy execution,
• Or gearing up for an exit and want to maximize valuation,

…we can help you define, stress-test and execute a plan that delivers growth – and if need be, convinces potential investors.

Why Strategy & Execution Matter

Many founders and management teams underestimate how critical a well-structured strategy is for fundraising and successful scaling. The questions you have to ask yourself (or what investors will ask you):

• Is there a clear logic behind the growth plan?
• Are the right markets targeted?
• Are there repeatable sales processes, measurable growth drivers, and the right CRM setup?

We help you answer “yes” to these questions by turning strategy into an operating playbook for the entire organization.

Our Approach

• Execution-first: every recommendation is actionable and tied to measurable outcomes.
• Investor-minded: we know what investors look for – we help you speak their language.
• Hands-on: we don’t just advise – we implement, iterate, and optimize with you.

Key Questions to Shape Your Strategy

When building or revising a corporate or go-to-market strategy, start by answering these fundamental questions about your business.

1. WHAT DO WE SELL?

Goal: Define a crystal-clear, customer-centric value proposition and positioning.

• What problem do we solve?

Go beyond product features. E.g., “reduce invoice processing time by 40%” or “cut customer churn by 15%”.

• What are our unique selling points (USPs) or differentiators?
• Must be measurable and defendable:
  
  • Price (e.g. 20% lower total cost of ownership)
  • Speed (implementation <2 weeks)
  • Functionality (feature-set competitor doesn’t have, or superior UX)
  • Service level (24/7 support, SLA 99.9%)

• How do we position the product?

Premium, cost-effectiveness, challenger, niche specialist, mass-market solution, etc.

Typical Output:

• One-page value proposition statement
• Competitor differentiation matrix
• Recommended messaging matrix

2. WHO IS OUR TARGET GROUP?

Goal: Prioritise markets & segments with the highest potential; define whom we serve most profitably & scalably.

• Which markets / industry segments are we targeting?

Consider region (e.g. domestic / EU / US / global), B2B vs. B2C (or even B2G, B2B2C, etc.), industry verticals (e.g. health tech, fintech, logistics), company size (SMB / midmarket / enterprise).

• TAM, Market Size, Trends & Growth

Estimate Total Addressable Market (TAM); check market growth rate; identify trends (tech, regulation, behavior) shaping demand.

• Target Market Selection & Prioritisation

Use a weighted comparison: market size × ease of entry × competition intensity × margin potential. Decide whether to “go big” (e.g. USA, Germany) from early on, or build as a regional champion first. Identify a beachhead market where traction is most realistic.

• What is the primary pain point / problem of our target customers?

E.g. in logistics: inefficient last-mile, high fuel costs; in SaaS: onboarding friction, support overhead, churn.

• Define ideal customer persona (ICP)

Beyond demo (size, geography): decision-maker title, buying cycle, budget, main objections, buying triggers.

Typical Output:

• Market prioritisation matrix / heat map
• TAM / SAM / SOM estimates
• Beachhead market choice + go-to-market approach for it
• Customer persona profiles with decision criteria

3. WHO ELSE IS SELLING SIMILAR PRODUCTS?

Goal: Understand competition deeply to find where you can compete better, differentiate, or avoid head-on fights.

• Who are global & local competitors?

Direct competitors (same problem, same solution), indirect substitutes (different solution same outcome).

• Financial & Strategic Moves

For each competitor examine recent funding rounds, profitability (or burn rate), valuation, expansion moves (opening offices, entering new verticals), layoffs or contraction—these indicate strength or weakness.

• Substitutes / alternatives

If your product didn’t exist, what would customers use? Spreadsheets, manual work, legacy systems, in-house dev?

• Strengths & weaknesses

UX, price, brand equity, speed to customer, customer support, integrations etc.

• Competitor strategies

Price-led, feature-led, channel-led (partners/resellers), sales teams vs. self-service, freemium, etc.

Typical Output:

• Competitive landscape map (feature, price, region, strategy)
• SWOT matrix for top competitors
• Alert list of competitor “risk areas” (e.g. someone just raised $100M, expanding aggressively)

4. HOW DO WE SELL IT?

Goal: Build a repeatable & scalable sales / GTM engine; choose channels, metrics, and tools that sustain growth.

• Is growth sales-driven, marketing-driven, product-led, or hybrid?

Options: outbound SDR team, inbound content/SEO, paid ads, virality/PLG, partnerships / resellers.

• What marketing channels generate leads & awareness?

Examples: SEO, content marketing, webinars, trade shows, affiliate marketing, LinkedIn / social media, influencer or partner co-marketing.

• Which sales channels are suitable?

Direct sales (inside / field), channel / reseller / distributor, online self-service, freemium upsell, e-commerce.

• What processes, tools & infrastructure do we need?
  
  • CRM system & pipeline stages
  • Defined sales cycle & process map
  • Marketing automation / lead scoring
  • Lead handoff between marketing - sales - customer success
  • Product / feature feedback loops

• Which KPIs & metrics are critical?

Some examples:

• Lead volume, MQL → SQL conversion rate
• Sales cycle length (days)
• Win rate per stage
• Customer Acquisition Cost (CAC) vs Customer Lifetime Value (LTV)
• Churn rate, renewal rate, expansion revenue
• Recurring revenues (MRR or ARR)
• Average contract size (ACV or ARR)
• Pipeline coverage (e.g. 3× target), quota attainment by sales rep

Typical Output:

• Documented sales funnel & process map
• CRM pipeline stages & tool configuration
• Dashboard with 5-8 core metrics + targets for themChannel mix & budget allocation plan