Packaging two divisions into one wedge — with the market data to defend the bet.
An IT services firm wanted to combine its e-commerce expertise with its Salesforce practice and take a packaged offering to market. Before they invested in sales and marketing, they needed to know whether the market was actually there.
What the client faced.
The firm had two strong practices that had never been sold together. The thesis was that combining them, e-commerce strategy plus Salesforce platform depth, created a wedge no single-discipline competitor could match.
But wedges do not close deals on their own. The firm needed to know: is Salesforce Commerce Cloud actually growing? Who is buying it, in which industries, and why? What platforms are they migrating from, and what triggers the move?
The deliverable, in concrete terms.
A market-opportunity report on the global Salesforce Commerce Cloud ecosystem, covering market size and growth trajectory; customer profile by industry, geography, and B2B vs B2C split; competitive positioning of the major platform alternatives; adoption drivers; and migration patterns from legacy commerce platforms.
We also profiled the top Salesforce Commerce Cloud implementations globally as reference points the firm’s sales team could use in its own conversations.
Result — The firm shipped a packaged e-commerce + Salesforce offering to a defined customer segment, with the report as the underlying point-of-view document. The combined positioning unlocked conversations with a customer set neither division was reaching alone.
Three differentiators that made this engagement different.
Five questions, five answers
The brief came in as five well-formed questions. The report answered five well-formed questions. We do not pad reports to look longer; the value is the answer, not the page count.
The migration story
Knowing what people are buying matters less than knowing what they are migrating from. We mapped the actual switching patterns because that is where the firm’s sales conversations would start.
A point-of-view, not a survey
The deliverable was not a neutral market scan. It was a position the firm could defend in a sales conversation, backed by data but pointed at a specific go-to-market.