Market penetration and potential

Complex market structures and fierce competition create the need for an informed decision-making process. We help you to make specific decisions on markets by combining current knowledge with market analysis.

The example below shows how we helped a large B2B supplier, an IT company, to prioritize its scarce resources.

Customer case

Our client was looking for organic growth with its existing customer base that consisted of many types of customer.

While the growth goal was clear, the pathway was not. Our job was to analyze the market, get priorities straight and point out the most important areas of improvement.

There was a wide range of needs in the groups of distributors and end users – combinations of hardware, service and consultancy jobs.

Data-driven decision making

Our approach was to survey the complete market potential of the client. By combining financial data on each account with surveys from potential clients and publicly available financial data we gained an overview of factors that included:

  • Penetration rate: How well are we represented among each segment?
  • Share of Wallet: How much of their budget do customers spend with us?
  • If both of the above metrics were raised to realistic thresholds, what would be the potential of each segment?

The following results were achieved:


The top 100 customers actually had the highest penetration rate of 47%, and while this would be unrealistic to improve, their Share of Wallet was strikingly low. By focusing on existing relations, with the biggest customers we estimated an unrealized potential of 14.5m DKK. This resulted in decisions being taken that could better focus the resources of account managers and offerings.


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