B2Bs Mining for Hidden Commercial Insights | Customer Outcomes


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🎙️ Client: Building Tech  

Functional area client leads: Heads of Marketing & Sales 

Challenge:  Blank Slate

This is our first client with a nascent digital infrastructure v an overgrown, legacy system. So they have a lot of blindspots. In that environment, where do you start? 

Sales had a hunch and wanted to see how much their base cared about passing a government-required efficiency test. This isan interesting angle as most of this company’s messaging is about how great their products are for the environment. No messaging at all about pass/fail on tests. 

Project Approach: 

  • Understand the importance of passing a government-required test and the impact of not passing and if it should be part of key messaging along with environmental impact 
  • Via prospect survey, content engagement, SEO results. The company does not today have structured touchpoints with customers, and the product team is currently not open to sharing their process for product development.  


  1. Potential new paths to Growth. Although passing a government test is related to environmental concerns, it’s clear from those surveyed that passing the test is onerous and a relief once it’s passed. It wasn’t evident from those surveyed that they overly cared about being environmentally relevant for themselves or their customers.  
    • As the company is heavily invested in a market position based on their impressive environmental outcomes (proven, validated), they may have an additional path to growth for market segments who have less lofty goals but could still be potential buyers.  
  2. No existing cross-functional collaboration on current and potentially new paths to growth. 

How the Building Tech team is using the results:  

High-level actions: 

Sales & Marketing will continue to press the Product team for any of their research or reasoning behind why and what they’re building. 


  • Build options in to Won/Loss data so they have better, forensic data on Won/Loss and to see patterns between what companies value the environmental benefits v those who care more about passing inspections 
  • Structure parts of discover so they can track this upstream as well 


  • Developing a small content stream to test this potential new revenue stream 
  • They’ll use the same category tags as sales.  
  • They’ll modify some SEO terms accordingly. 
  • Marketing will tag prospects and customers so they can start to see trends. 


  • Requests have been made for Customers to be asked the same questions as prospects during standard customer touchpoints. 

They’ll let the modifications in data populate for one month and start the assessment. 


🎙️ Client: Parts Component Manufacturer 

Functional area client lead: Head of Marketing 

Challenge: Partner data is opaque 

The channel is +35% of this manufacturer’s revenue, but they have no useable data to feed into decision-making. 

Project Approach:  

  • understand the gaps in customer perception, direct v channel 
  • assess which partners were most committed to their relationship with the manufacturer 

To do that, they asked the same set of questions to customers via direct sales and channel partners. Then to round out the picture, reviewed support tickets and marketing engagement.  


  • There is one angle to their value proposition that direct customers are more clear on than channel customers. The manufacturer attributes this to partner enablement which they were already aware was a weak spot. 
  • This is the first time they could compare structured (apples to apples), real-time data from the channel.  
  • (BONUS) The participation rate from partners was a whopping 75% (unexpected). And they had several partners who indicated they were delighted to be asked for an opinion. 

How the Manufacturer is using the results:  

High-level actions: 

Success: Modifying both onboarding and partner touchpoint check-ins to ensure their customers have a clear picture of value. Developing a plan with partners to review any support request reports together, once a quarter. 

Product: Working with Success to ensure ticket-tracking can delineate between direct and channel customers. Working with Partners to ensure channel customers are included and tracked in customer studies.  

Marketing: Commits to test & improve partner-tagged assets to begin to track and report engagement from direct and channel.  

Partner Sales: Launching new Sales plays re-framing the value. Modified DQ & Won/Loss reasons.  

BONUS Goal: while the team originally was looking to better understand a gap in perceptions between direct and channel customers, these team conversations have driven an aspiration to improve customer retention via the channel by optimizing some of these levers.  


🎙️ Client: EdTech

Challenge: Churn data is opaque   

Functional area client lead: Head of Product 

NPS indicates some issues with Product but product leader doesn’t have next level data to know how to address. 

Project Approach:  

We don’t want to simply look at next level data from customers who’ve churned. Keeping in mind that customers who churn, and are willing to share their feedback, is a small and one-dimensional data set.  

Using NPS categories as our data structuring base, we ingested reports with those same or adjacent categories from Product, Marketing, Sales, & Success to understand the underlying issue from the perspective of each of the functional areas. Is this a real issue or a situational blip?  

Results: Based on the Serendipitus model, the team believes its churn issue is largely related to on-boarding rather than a product functionality challenge. And there is opportunity for each functional area to refine their approach.  

How the EdTech is using the results:  

High-level actions: 

Product: small adjustments added to the roadmap, launching new UX studies, plans to delve further in next market research project, requested modifications to SEO, lead scoring, Won/Loss reasons.  

Marketing: small modifications to content, SEO, lead scoring. Launching new marketing plays to support new sales plays 

Sales: Launching new Sales plays re-framing the value. Modified DQ & Won/Loss reasons.  

Success: Modifying both onboarding and customer touchpoint check-ins to ensure customers better understand the functionality and are actively driving value. Requested utilization reports from Product to understand usage differences between customer types and to be alert upstream if customers aren’t in this part of the product.  


Managing Director



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