Find the customers worth winning, keeping, and building for.
A 3-month study that replaces product and marketing guesswork with a clear growth plan.
Developers can ship features. Marketing can create demand. Neither can decide which customers are worth building for or what those customers value most.
Those answers come first.
Identify the needs, use cases, behaviors, and economics that separate your best customers from the rest.
Focus the roadmap, engineering effort, value proposition, pricing, packaging, and message around real customer evidence.
Use marketing to reach a defined audience with a relevant offer instead of funding a broad experiment.
More product and marketing investment should scale an answer, not fund the search for one.
A customer segmentation study groups customers by meaningful differences in needs, behaviors, use cases, and economics.
HPI combines qualitative customer research with behavioral customer segmentation, product usage segmentation, customer cohort analysis, and revenue segmentation. The result is a set of customer segments that leadership can use to make product and growth decisions.
Groups customers by industry, company size, demographics, persona, or survey response.
Connects needs, use cases, customer language, behavior, product usage, revenue, retention, and expansion.
A clear view of who to build for, who to target, what to offer, and where to invest next.
You are a B2B SaaS company with roughly 1,000+ or more active paying users.
You have at least 2 years of product usage, customer and recurring revenue data.
Growth or a key metric has stalled, while product and marketing teams have competing theories but no clear answer.
Your segmentation relies on firmographics, demographics, geography, pricing plans, or broad personas, yet cannot explain different use cases, buyer types, or customer value.
You have fewer than 1,000 active paying users.
Revenue is driven mainly by one-off transactions rather than recurring customer relationships.
You are still pre-product-market fit or do not yet have enough customer evidence.
You want a quick survey or demographic persona exercise without deeper behavioral and revenue analysis.
Developers can ship features. Marketing can create demand. Neither can decide which customers are worth building for or what those customers value most.
HPI brings the three streams together in a decision-ready customer segment analysis.
Identify the needs, use cases, behaviors, and economics that separate your best customers from the rest.
Focus the roadmap, engineering effort, value proposition, pricing, packaging, and message around real customer evidence.
Use marketing to reach a defined audience with a relevant offer instead of funding a broad experiment.
We clarify the business decision, learn from Product, Marketing, Sales, Customer Success, Data, and leadership, and confirm that the available evidence can support a meaningful study.
We prepare the data, speak with customers, and identify patterns across needs, use cases, behavior, product usage, revenue, retention, and expansion.
We size the segments, rank the opportunities, and turn the findings into a clear roadmap for product, pricing, positioning, marketing, retention, and growth.
HPI identified nine customer segments, must-have features, and priority opportunities, helping clarify where growth would come from and what to build next.
HPI built a segmented benchmark dataset for product leaders, producing 1,120 qualified leads in the first three weeks after launch.
“They showed us nine distinct segments, the three that drive retention and exactly what to build next.
No. It should shape both what you build and how you take it to market. It also supports pricing and packaging, retention, expansion, sales focus, and customer success.
Product teams can plan, developers can build, and marketing can create demand. None of that guarantees the company is focusing on the right customers or problems. Segmentation gives every team a clear customer and a valuable problem to solve.
A survey is one signal. HPI combines customer interviews, internal knowledge, behavioral data, product usage segmentation, customer cohort analysis, and revenue segmentation to produce decisions, not only charts.
Useful inputs can include customer lists, revenue or transaction data, product usage, feature adoption, purchase history, cohort data, sales notes, support themes, retention, churn, and expansion data.
B2B SaaS is HPI’s primary focus because recurring revenue, product usage, and retention data make the study especially valuable. B2C SaaS and SaaS-enabled platforms may also qualify when they have enough active paying users and measurable customer behavior.
A typical engagement is completed in about three months, depending on data readiness, customer access, and the decision the study needs to support.
See which customer segments matter most, where the strongest revenue opportunities are, and what Product and Marketing should prioritize next.
Customer evidence. Market clarity. Revenue decisions you can defend.
Robert Tan
Founder, High Point Insight
