Introduction:
Oroson, an Irish-based company known for its innovative feedback exchange and team collaboration software, was struggling with scaling its user base. Despite having a core group of power users and strong customer retention, the company faced significant challenges in acquiring new customers cost-effectively. When Daniel, the founder of Oroson, approached us, he believed the issue was rooted in marketing. However, through our collaboration, we uncovered deeper challenges related to positioning and product-market fit, ultimately leading to a complete transformation of their go-to-market strategy.
Work Done:
To tackle Oroson's challenges, we followed a methodical approach, beginning with a Value-Gap Analysis:
- Value-Gap Analysis:
We conducted interviews with power users, churned users, and new users. Through these discussions, we discovered that while Oroson's product was highly valued by existing users, its positioning did not clearly communicate its unique strengths to potential new customers. The product was perceived as a "nice-to-have" rather than a "must-have," which hindered its ability to attract and convert new users. - Positioning Change and New Website:
Based on our findings, we repositioned Oroson from a general "Visual collaboration software" to a more focused tool for "Sharing visual content and getting feedback." This new positioning was reflected in a redesigned website that clearly communicated the product's core value proposition. - Product Mockups and ICP Definition:
We created product mockups based on the new positioning and began testing these with our target audience. We started by making assumptions about our Ideal Customer Profile (ICP) and reached out to potential users on LinkedIn, offering them an Amazon voucher in exchange for feedback on the mockups. This approach allowed us to refine our understanding of the ICP, which was crucial for the next steps. - Research-Driven Sales Implementation:
As we gathered feedback, we not only refined the product but also began building a pipeline of interested potential customers. This process was a 3-in-1 strategy: testing and improving the product, gaining a crystal-clear view of our ICP, and building a future customer base—all while keeping costs comparable to traditional customer acquisition methods.
Outcomes:
The outcomes of our work with Oroson were transformative:
- Pivot and Product Simplification:
We streamlined the product, focusing on fewer but more impactful features. This pivot not only clarified Oroson’s value proposition but also improved the user experience, making the product easier to adopt and more compelling for its target audience. - Enhanced Go-to-Market Strategy:
By shifting the product’s positioning and implementing research-driven sales, Oroson gained a deeper understanding of its market. The sales team was able to engage with potential customers more effectively, using insights gained from our research to tailor their approach. - Strategic Acquisition:
The combination of a product-led approach with a highly scalable, research-driven sales strategy led to Oroson being acquired by Markup, their biggest competitor. This acquisition was a testament to the success of the transformation, solidifying Oroson’s place in the market.
Conclusion:
Oroson’s journey underscores the importance of deeply understanding your market and aligning your product with the specific needs of your customers. By focusing on outcome-driven research and simplifying the product offering, we were able to pivot Oroson from a struggling company to an attractive acquisition target. The success of this approach demonstrates that sometimes, less is more, and that a clear, focused product can lead to significant growth and market success.
