— What Drives Share Growth
Share moves along recognisable lines. Knowing which one applies to your situation is where the work begins.
Market share growth in B2B isn't a single problem — it's several different problems that look similar from the outside. The strategy for each is different. So is the starting point.
Product
Your offer doesn't give customers a compelling enough reason to move. Until the product gap closes, everything else is noise.
Unmet needs in the market
Customers in your category have needs that nobody is fully serving. The share goes to whoever sees it first and builds to it.
Segments you haven't reached
A group of customers exists that others have ignored or underserved. Getting there before others do is a share strategy in itself.
Accounts you're in but don't own
Great relationships but not the wallet. Others are inside accounts you think you own. Closing that gap is often easier than winning new ones.
Channels others aren't using
Others hold share through routes to market you don't compete in. Same customer, different door — and often a less crowded.
Winning at renewal
In B2B, share moves at renewal. Winning and keeping accounts at that moment is a different discipline from winning net new — and just as valuable.
— How Vaxa Works
Outside-in first. Strategy second. The sequence matters.
Most share strategies are built from the inside — from what you already know about your customers, your market, and your competitors. Vaxa starts from the outside: what customers are actually trying to get done, what alternatives they're considering, and where the current market leaves them short.
That outside-in read changes what the strategy looks like — and what it's built on.
STEP 01
Map the customer's real starting point
Before strategy, we establish what your customers are actually trying to solve — not the version you've been selling to, but the one they'd describe if you weren't in the room. That gap is usually where the share opportunity sits.
STEP 02
Where is marketshare being left on the table?
Unmet needs. Underserved segments. Accounts that look owned but aren't. Channels no one is using well. We identify which of these is the primary driver in your specific market — and which is a distraction.
STEP 03
Define the move — build, partner, or acquire
The right response to a share opportunity is time-based and depends on what it takes. You can build, partner, acquire or some combo. We work through that decision with you — and build the case for the right path.
STEP 04
Build the share plan with a defensible foundation
It isn't a market study — it's a strategy with a clear target, mechanism, and rationale for why it moves share. One that holds up in the room where the resources get allocated.
— Where to Start
Three customer situations. Each one reveals something different.
Share opportunity doesn't announce itself. It surfaces when you look at your customers through the right lens — not what they're buying from you, but what they're trying to do that they haven't fully solved.
Situation 01
Accounts you have but haven't fully unlocked
Great relationship but low share of wallet—high potential. Why? The trust is already there, the need often is too. The gap is—in how well you understand the unmet or underserved need?
Situation 02
Prospects you're talking to but can't seem to move
Great interest—low to no conversion. The diagnostic usually point to a product, positioning, or timing issue that looks like a sales problem but is often a case of deeper understanding.
Situation 03
Customers whose world is shifting
New market pressure. New leadership. New competitive threat. This signals their needs are changing faster than the market has noticed — and faster than their current suppliers are responding. That lag is a share opportunity.
Selected Work
Future foresight in practice.
Three engagements where the signal was visible before the market reached consensus — and where moving early made the difference.
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