Helping a hyperscaler to identify high-potential enterprise segments and refine its go-to-market strategy in Asia–Pacific

“Faced with a complex and fragmented mid-market, our client needed clarity. Our structured, two-phase approach, combining market modelling with deep customer insights, helped pinpoint high-potential segments and equipped cross-functional teams with clear, data-driven recommendations to guide product, sales and marketing decisions.” 

– Hugues-Antoine Lacour, Analysys Mason Principal

The challenge

Identifying and prioritising opportunities within a diverse and fragmented mid-market landscape 

A global public cloud provider sought to identify growth opportunities among medium-sized enterprises (defined as organisations generating between USD75 million and USD750 million in annual revenue) in the Asia–Pacific region. Given the sheer number of organisations, their varying levels of digital maturity and wide-ranging needs, this segment was complex and difficult to address. 

The client commissioned us to segment and size the market, characterise customer needs and behaviours, and identify key barriers to adoption – drawing on our strong primary research capabilities and deep knowledge of small and medium-sized businesses. 

Our approach 

Combining market modelling with in-depth customer insights to identify opportunity hotspots 

The project was conducted in two phases to balance breadth with depth.

• In Phase 1, we performed a detailed market sizing exercise across 14 countries. This included modelling mid-market IT spend across four dimensions: company size, vertical sector, technology category and digital maturity. Two adoption scenarios were modelled to reflect different cloud adoption trajectories and define our client’s potential addressable market under each scenario.
• In Phase 2, we conducted a large-scale survey of 843 enterprises in seven countries to gather direct insight into their technology needs, preferences, barriers to adoption and procurement behaviours. This phase also included a competitor benchmarking component, assessing market share and examples of best practices across key markets.

The impact 

Informing strategic decisions across product, sales and marketing teams 

Our recommendations guided our client in refining its regional go-to-market approach. We provided clear direction on which mid-market segments offered the greatest potential, and how to target them effectively through tailored offerings, sales messaging and partner engagement.

Our market model was integrated into the client’s business planning process, while our strategic recommendations were used by multiple internal teams, including regional sales and marketing, product and partner management functions.