Finding the Buyers in Your Fairway
A repeatable system for defining who to pursue, how to prioritize them, and which buying roles must be engaged.
Fairway approaches ICP and segment definition as a strategic growth discipline, not a list-building exercise. We connect market opportunity, customer evidence, commercial priorities, and buying-group dynamics to define where your organization should focus.
The result is a shared targeting system that helps marketing, sales, and revenue operations recognize strong-fit accounts, prioritize the right opportunities, and coordinate action.
The Fairway Targeting Method™
Define the accounts, segments, and buying roles most likely to produce meaningful commercial outcomes.
Survey the Course
Assess the available market, customer base, commercial goals, historical performance, and strategic constraints.
Mark the Fairway
Define the firmographic, technographic, operational, and situational characteristics associated with strong customer fit.
Map the Players
Identify the people involved in recognizing the problem, evaluating options, approving the purchase, and realizing value.
Set the Target
Prioritize segments and accounts by combining customer fit, commercial potential, strategic importance, and likelihood to buy.
Build the Playing Rules
Translate the targeting strategy into practical rules for campaigns, qualification, routing, sales coverage, and measurement.
Broad Target-Market Definition
"AeroGrid targets medium and large businesses in retail, hospitality, healthcare, manufacturing, education, and commercial real estate. Primary contacts include operations, facilities, finance, sustainability, IT, procurement, and executive leadership."
Rules:
• Company has >500 employees
• Company operates in the US
• Contact has manager-level title or above
The Diagnosis
- × The addressable market is too broad to guide investment
- × Employee count does not reflect operational complexity or energy exposure
- × Industries with different buying motions are treated the same
- × No negative-fit or disqualification criteria are defined
- × Marketing and sales cannot consistently explain why one account should be prioritized over another
Fairway-Aligned ICP & Segmentation
North American retailers operating 75 to 500 physical locations, with centralized facilities leadership, material energy exposure, and limited location-level visibility into avoidable consumption.
- • 75+ physical locations
- • Repeatable operating formats
- • Centralized facilities mgt.
- • Primarily franchise-operated
- • Fewer than 50 locations
- • Inconsistent operating models
- Operational Champion: VP/Dir of Facilities
- Economic Buyer: COO / CFO
- Technical Evaluator: VP of IT / CIO
What We Build
A complete ICP and segmentation engagement produces the rules, models, and decision tools your teams need to focus resources consistently.
Ideal Customer Profile
A precise definition of the organizational characteristics, business conditions, and constraints associated with strong customer fit.
Segment Architecture
A practical market structure that groups accounts by shared needs, commercial potential, and strategic priority.
Firmographic Rules
Required, preferred, and disqualifying criteria that can be applied consistently in data, systems, and campaigns.
Buying-Group Framework
The roles, priorities, influence patterns, and information needs involved in the purchase decision.
Scoring & Tiering Model
A weighted method for evaluating fit, value, problem intensity, intent, and readiness.
Targeting & Qualification
Operational guidance for audience creation, suppression, routing, qualification, and account progression.
Activation Guidance
Recommendations for applying the ICP across ABM, outbound sales, content, paid media, and account planning.
Measurement Framework
Metrics for assessing segment penetration, account engagement, opportunity quality, and win rate.