Guides
Practical acquisition strategies: define your ideal customer, prepare reliable contact data and turn a focused outbound plan into relevant conversations.
VP Sales · SaaS · France · 50-200 employees
Your next customers. Within reach.
50 free credits · No credit card
Target a SaaS buyer around a workflow bottleneck such as lead handoff, onboarding or reporting. Differentiate product-led trials from a sales-led buying committee; their triggers and next steps are not interchangeable.
Read the playbookSell a defined agency service to a business with a matching delivery need, not a generic promise of growth. Distinguish a recurring retainer from a one-off project and qualify capacity on both sides.
Read the playbookSeparate employer acquisition from candidate sourcing. A company recruiting for a role may need help with a difficult search, but the advertisement alone does not prove it wants an external recruiter.
Read the playbookBuild acquisition around a defined operational project: maintenance, plant capacity, site logistics or construction delivery. Distinguish head office purchasing from decisions made at a plant or construction site.
Read the playbookDesign outbound as a learning system connecting account selection, contact quality and message relevance. Do not confuse a larger send volume with a stronger acquisition strategy.
Read the playbookPractical guide
Begin with a business problem rather than a contact list. Write down the operational consequence of leaving that problem unresolved and the evidence you would need before approaching an account. Separate observable facts from hypotheses: a job advertisement is a signal to investigate, not proof that a company wants to buy. Choose one segment and one offer for the first campaign. Explain the relevant outcome in plain language, ask a small qualification question and avoid promising results you cannot substantiate. Coordinate email, phone and LinkedIn around the same account context rather than repeating an identical pitch on every channel.
Treat this example as a planning exercise, not a customer case study or a revenue forecast. Build a small account sample, review the company website and record why each company belongs in the segment. Identify a person responsible for the problem and a second stakeholder who may influence the decision. Prepare a short message connecting the observed situation with a useful question. If the prospect replies, validate timing, ownership and constraints before suggesting a meeting. If they decline or object to further contact, stop the sequence and record that preference across channels. Compare the responses with your original assumptions before expanding the sample.
Define inclusion and exclusion rules in a simple targeting brief. Specify the geography, business model, company size, relevant department and a current trigger; then distinguish a budget holder from a day-to-day user. Verify titles against actual responsibilities, because the same title can mean different things across companies. Exclude accounts that you cannot serve, existing customers already owned by another team and people who have objected. Keep a reason for inclusion next to every account. Prioritize fit, a plausible need and a usable conversation angle rather than a large theoretical market. Revisit the profile when qualified conversations reveal a different buying process.
A professional email and a direct mobile are contact channels, not evidence of purchase intent or permission to prospect. Record the source, last review date, role, company and channel status. Distinguish verified, uncertain, missing and outdated data; an inferred address is not a verified mailbox. Review uncertain emails before sending and check that a number still belongs to the intended person. Deduplicate by person and company, preserve suppression lists and avoid spreading unnecessary personal data through exports. Use SoContact to research contacts and inspect available email and mobile statuses, then confirm current capabilities and credit conditions in the application. Apply the rules relevant to the country and channel; verification alone does not establish legal compliance.
Assign an owner to each stage: account selection, contact review, message approval and follow-up. First prepare the segment and its exclusions; next inspect contact quality; then launch a limited, personalized sequence with a clear stopping rule. Track qualified conversations, relevant next steps, invalid contacts and objections, not just opens or raw sends. Record outcomes in a shared process and prevent two colleagues from approaching the same person independently. Review the pilot before scaling: if data is stale, repair the list; if the message attracts the wrong audience, revise targeting; if conversations stall, investigate the offer and timing. Keep a written decision about what changes in the next cycle.
Begin with a business problem rather than a contact list. Write down the operational consequence of leaving that problem unresolved and the evidence you would need before approaching an account. Separate observable facts from hypotheses: a job advertisement is a signal to investigate, not proof that a company wants to buy.
Treat this example as a planning exercise, not a customer case study or a revenue forecast. Build a small account sample, review the company website and record why each company belongs in the segment. Identify a person responsible for the problem and a second stakeholder who may influence the decision.
Define inclusion and exclusion rules in a simple targeting brief. Specify the geography, business model, company size, relevant department and a current trigger; then distinguish a budget holder from a day-to-day user. Verify titles against actual responsibilities, because the same title can mean different things across companies.
A professional email and a direct mobile are contact channels, not evidence of purchase intent or permission to prospect. Record the source, last review date, role, company and channel status. Distinguish verified, uncertain, missing and outdated data; an inferred address is not a verified mailbox.
Assign an owner to each stage: account selection, contact review, message approval and follow-up. First prepare the segment and its exclusions; next inspect contact quality; then launch a limited, personalized sequence with a clear stopping rule. Track qualified conversations, relevant next steps, invalid contacts and objections, not just opens or raw sends.
Begin with a business problem rather than a contact list. Write down the operational consequence of leaving that problem unresolved and the evidence you would need before approaching an account. Separate observable facts from hypotheses: a job advertisement is a signal to investigate, not proof that a company wants to buy.
Treat this example as a planning exercise, not a customer case study or a revenue forecast. Build a small account sample, review the company website and record why each company belongs in the segment. Identify a person responsible for the problem and a second stakeholder who may influence the decision.
