01
Client context
A B2B software company with an established home market was evaluating expansion into a new region.
02
Business challenge
The company had inbound interest but no clear view of market size, local competition, buyer expectations or the right entry model.
03
Research objective & questions
Determine whether and how to enter a new international market, including segment, channel and pricing choices.
- How large and accessible is the target segment in the new market?
- How do local buyers evaluate and purchase similar software?
- Who are the local and global competitors, and how are they positioned?
- Which entry model — direct, partner-led or hybrid — fits best?
04
Methodology & approach
- Secondary research
- Market sizing inputs, regulatory context and competitor mapping.
- Buyer interviews
- IT and business decision-makers in target segments.
- Partner interviews
- System integrators, resellers and consultants.
- Competitive benchmarking
- Features, pricing, packaging and go-to-market models.
- GTM workshop
- Option evaluation with the leadership team.
05
Sample & geography
- ~25 buyer interviews
- ~10 partner interviews
- ~15 competitors benchmarked
- Geography — United States
06
Key findings
- Mid-market buyers expressed clear unmet needs not addressed by enterprise-focused incumbents.
- Local references and integrations were critical purchase criteria.
- Partners offered faster access to target accounts than a direct-only model.
- Pricing expectations required a localised packaging approach.
07
Business implications
- Enter via a partner-led model focused on the mid-market.
- Invest early in priority integrations and local reference customers.
- Adapt packaging and pricing to local expectations.
08
Outcome
A market prioritisation, entry-mode recommendation and 12-month GTM roadmap for board review.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.