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Internal non-decision maker selling Wonderful to decision maker example

Subject: Quick win to save $X/month in creative operations

Hi [Director's name],

I've been tracking our creative workflow challenges and found some concerning numbers:

- Our team spends 20+ hours/week just managing files between Figma, email, and marketing platforms

- Average approval time is 5 days per creative

- We had 2 incidents last month where wrong versions went live

I found a tool called Wonderful that integrates with our existing stack (Figma, Meta, Klaviyo) and could solve these issues. [Competitor Agency] is already using similar automation.

Could I show you a 10-minute demo of how it would:

1. Cut file management time by 75%

2. Reduce approval time to 24 hours

3. Eliminate version control errors

When would be a good time to discuss?

Best,

[Name]

ICP - Creative Operations Director/ Creative Director within an agency

If our ICP is a creative director or creative operations director what are their largest pain points?

What are sales questions I should be asking creative operations and creative director?

What messaging should we use to target this audience to join sales calls and build demand?

Retired on 1/22/25

Content Approvals & Management For Enterprise Ecommerce

Instead of managing multiple agencies and teams communications, slack threads and more you can manage all creative projects, approvals and feedback in one workflow with one centralized inbox.

Market and Customer Needs

Who experiences the most significant pain points our SaaS solves?

Are our solutions critical for enterprises' complex operations or SMBs' simpler workflows?

What is the total addressable market (TAM) for each segment?

How many potential customers are there in each segment, and what is their potential spend?

What level of customization is required?

Can our SaaS meet the tailored demands of enterprises, or is it better suited for scalable, standardized solutions that SMBs prefer?

Product Fit and Development

Does our product roadmap align better with enterprise or SMB needs?

Are we building features for scalability and compliance (enterprise) or simplicity and affordability (SMB)?

How much support will our product require?

Enterprises may expect dedicated support and onboarding, while SMBs may favor self-service tools.

How complex is our implementation process?

Enterprises often have longer, more resource-intensive onboarding, whereas SMBs require quick, straightforward setup.

Sales and Marketing Strategy

What is the sales process for each segment?

Can we manage the long, relationship-driven sales cycles of enterprises, or do we thrive in high-volume, quicker SMB sales?

What are the acquisition channels for each segment?

Are we better positioned to reach enterprises via relationship-building or SMBs through online marketing campaigns?

How much customization do we need to sell to each customer type?

Enterprises often require tailored demos and proposals, while SMBs are more likely to be sold through a standardized sales process.

Financial Considerations

What is the expected revenue per customer?

Enterprises typically provide higher revenue per customer, but SMBs offer greater volume potential.

What is the cost of customer acquisition (CAC) for each segment?

Are we ready to invest in high-touch enterprise sales or focus on the lower CAC of SMBs?

What is the expected lifetime value (LTV) of customers in each segment?

Will enterprises yield longer-term contracts, or can SMBs provide consistent renewals?

Operational and Strategic Factors

Do we have the resources to serve enterprises?

Enterprises often require dedicated account managers, higher security, and more robust systems.

What is the risk tolerance of our business?

Enterprises offer fewer but larger contracts, increasing reliance on a small number of clients, while SMBs diversify revenue.

How do our competitors position themselves?

Are there unmet needs in either segment that provide an opportunity for differentiation?

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