Who we sell to
A named, finite market. We do not chase leads — we work the Top-150 as accounts, tiered to the offer. Fit is defined by revenue scale and digital maturity, not enthusiasm.
| Tier | Profile | Revenue | ACV | Buying centre |
|---|---|---|---|---|
| A · Enterprise | Manufacturers & national distributors | £20M+ | £120k | CEO / COO / CDO |
| B · Growth | Mid distributors, retailers, ecommerce | £5–20M | £60k | MD / Ops / Marketing director |
| C · Foundation | Independents & dealers | £2–5M | £24k | Owner / GM |
Disqualify early: under ~£2M revenue, no budget authority reachable, or looking for a one-off project rather than a managed relationship. A fast "no" protects AE capacity for the accounts that matter.
The motion: account-based, executive-led
Enterprise tile firms are relationship businesses. We sell C-suite to C-suite, one account plan at a time, with marketing and events feeding warm access — not cold volume.
One plan per A-account
Map the org, the systems estate, the pains, the buying centre and the path to a champion.
MD carries the room
The MD and Solution Principals open and hold C-level relationships personally.
The room, pre-booked
Cersaie, Surface Design Show & roundtables deliver meetings, not footfall (see Marketing).
AE + pre-sales + SDR
SDR researches & opens, AE owns, pre-sales shapes the program and the business case.
Pipeline stages & exit criteria
A deal only advances when it clears the exit gate. Indicative conversion between stages keeps the forecast honest and coverage math real (target ≥3×).
Discovery — the tile-aware pain map
Our edge is speaking the operational reality. Discovery probes the pains a generic IT firm never asks about.
Batch, shade & stock
"How do you track shade lots and batches across warehouses and branches? What happens when a customer needs a matching top-up?"
Trade & ranges
"Can trade accounts self-serve pricing, stock and quotes online? How is your range/catalogue kept in sync across channels?"
Imports & forecasting
"How do you plan container imports and forecast demand by range and season? Where does that break today?"
One version of truth
"Do sales, stock and finance agree on the numbers? What decisions are you making blind?"
Branch & online
"Is the branch, showroom and online experience joined up for the customer and the specifier?"
Quantify the gap
"What is fragmentation costing you — in margin, stock write-offs, lost trade orders, and people's time?"
The business case for £120k
Enterprise ACV is justified by outcome, not effort. We frame value against numbers a tile CEO already feels, grounded in real benchmarks (omnichannel retailers see ~25% higher online conversion; supply-chain digitisation, 20–30% cost reduction).
Trade & ecommerce growth
Higher online conversion, more trade wallet-share, faster quoting.
Stock & shade control
Fewer write-offs and mismatches; better forecasting on imports.
vs in-house / fragmented
One managed partner replaces a patchwork of vendors and hires (25–45% vs in-house IT).
One accountable partner
Recurring, SLA-backed managed operations — not project risk.
Anchor the frame: at £120k/yr, a £30M distributor is spending ~0.4% of revenue to modernise its entire commercial and operational core — well inside the 3–5% mid-market firms invest in digital transformation. Always convert the program into their P&L language.
Objection handling
The objections we will actually hear, and the honest responses.
Quota, coverage & handover
What each AE carries, and how a win becomes a delivered, renewing account.
Clean handover: on signature the AE runs a joint kickoff with the delivery pod and CSM — account plan, systems context, success criteria and the 90-day onboarding are transferred in a single session. Sales stays the executive sponsor; delivery and success own the recurring relationship (see the Execution Playbook).