PulseBoard is a B2B SaaS company that sells analytics and workflow software to mid-sized retail chains. The company has $28M ARR, grows at 18% YoY, and serves 1,200 customers across North America. PulseBoard has historically relied on founder intuition and sales feedback to make pricing, packaging, and expansion decisions. The CEO now wants the company to become more data-driven as growth has slowed and competitors are targeting the same customer base with lower-priced offerings.
You are the Head of Strategy. The executive team is debating whether to shift next year's growth plan toward a more data-driven go-to-market model: tighter ICP targeting, segmented pricing, and channel reallocation based on conversion and retention data. Some leaders support the change, but others argue that the company should continue relying on sales relationships and broad market coverage. You need to recommend how to advocate for a data-driven strategy and whether the numbers support changing the current approach.
| Metric | Current State |
|---|---|
| ARR | $28M |
| Gross margin | 78% |
| Net revenue retention | 96% |
| New customer CAC (blended) | $18,000 |
| Average first-year ACV | $24,000 |
| Segment | Win Rate |
| --- | ---: |
| Multi-location specialty retail (100-500 stores) | 28% |
| Regional chains (20-99 stores) | 19% |
| Small retailers (5-19 stores) | 11% |
| Channel | Share of Spend |
| --- | ---: |
| Field sales | 45% |
| Digital demand gen | 35% |
| Industry partners | 20% |