A lot of SaaS businesses don’t have a marketing problem.
They have a choice problem.
They want to target enterprise customers and smaller businesses. Build the brand and generate leads. Acquire new customers and improve retention. Enter new markets while defending the existing ones. And they want every channel to perform.
Each ambition may be reasonable on its own. Together, they become a long list of deliverables for the marketing team, with no real centre of gravity.
Strategy begins when the business agrees where it will place disproportionate attention and what it will consciously not do yet.
Adam Morgan describes this as sacrifice in Eating the Big Fish: choosing what not to do so a challenger can concentrate its resources on the source of its advantage.
That means making choices such as:
- Which customers matter most?
- Which problem are we best placed to solve?
- Where are we genuinely differentiated?
- Which part of the customer journey is constraining growth?
- What will we stop, defer or do less of by design?
I’ve seen talented, well-funded teams work extremely hard without building momentum because these choices remained unresolved. More campaigns simply created more motion around the same ambiguity.
The answer is rarely another channel plan. It is a clearer commercial diagnosis, followed by fewer priorities that the whole team can execute.
What is one thing your current growth strategy has explicitly chosen not to do?
DEPTH & DIRECTION
Find the constraint. Choose what to change first.
Depth & Direction helps B2B SaaS leaders decide where growth is being constrained and what the next marketing investment should do.
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