Next-Gen Client Profiling: Build Stronger B2B Sales Pipelines in 2026

Introduction 

Client profiling is the practice of building a data-driven, 360-degree picture of your ideal customer – their attributes, needs, behaviors, and preferences (1). In simple terms, a client profile analyzes your organization’s typical buyer, so you can tailor your approach to who they are and what they care about. This goes beyond basic demographics: effective profiling captures everything from a prospect’s industry and job role to their pain points and buying habits (1). The goal is to move away from one-size-fits-all selling and toward highly targeted engagement.

Why does client profiling matter so much for B2B sales teams heading into 2026? In today’s environment, buyers expect personalized, relevant outreach – 71% of consumers even expect companies to deliver tailored interactions (3). Meanwhile, sales cycles are getting more complex, with multiple stakeholders and information overload. Without clear client profiles, your messaging risks being generic “noise.” By contrast, when you truly know your customer, you can cut through the clutter with value propositions that resonate. It’s no surprise that companies with strong ideal customer profiles achieve 68% higher win rates than those without (11). 

How is a client profile different from a buyer persona or ICP?

An Ideal Customer Profile (ICP) defines the type of company that’s the best fit, while a buyer persona focuses on individual decision-makers. A client profile combines both, giving a comprehensive view of your target company and the people within it to align sales and marketing efforts.

Source: Martal Group – ICP Sales 

In short, client profiling is the foundation for any next-gen sales strategy that aims to work smarter, not harder. We’ll explore how to build robust client profiles and leverage them to keep your sales team ahead of the curve in 2026.

Key Data Components of Client Profiles

What are the key data categories you should gather when profiling clients (demographic, psychographic, behavioral)? The short answer: a blend of quantitative and qualitative data that together paint a coherent picture of the client. Most profiles include several key components:

• Firmographic Data: Basic facts about the company or customer, such as industry, location, size, and revenue. In B2B profiling, these criteria define the company overview – e.g. what sectors you focus on, company size range, and geographic scope (11). This establishes the “bounds” of your target market (for instance, mid-market tech companies in North America).
  
• Key Decision-Makers: The roles or titles of the people you typically sell to. Who are the stakeholders involved in purchasing? A good client profile identifies the primary decision-makers and influencers (e.g. CTO, Head of Finance) and their departments. Knowing the right titles helps your sales team reach actual decision authorities rather than wasting time with the wrong contacts.
  
• Business Needs & Challenges: What are the client’s primary objectives and pain points? This section captures why they need a solution. For example, a prospect might need to reduce IT costs or increase sales productivity, but face challenges like outdated software or limited staff. Articulating these needs ensures your messaging addresses what the client truly cares about – the problems you can help solve.
  
• Current Solutions and Gaps: It’s valuable to profile what the client is using today. Do they have an incumbent vendor or workaround? What “gaps” exist in their current approach that you can fill? Identifying known pain points with current solutions (e.g. “software is not user-friendly” or “support is slow”) highlights your competitive advantage.
  
• Buying Process & Behavior: A next-gen client profile also maps out how the customer prefers to buy. This can include their decision-making process (formal RFP vs. informal trials), preferred purchase channels, typical budget cycle, and average purchase timeline. For instance, if your ideal client typically has a 3-6 month buying cycle and requires a demo and a pilot project, your sales approach will align to that rhythm.
  
• Goals and KPIs: What outcomes does the client want to achieve short- and long-term? Perhaps their short-term goal is to onboard a new CRM within 6 months, while their 3-year objective is doubling their customer base. Capturing these goals in the profile helps your team position your product/service as a means to those ends.
  
• Preferred Communication Channels: Lastly, consider how the client likes to engage. Do they respond better to email or phone? Are they active on LinkedIn? Profiling engagement preferences (and even content preferences, like whether they consume webinars or case studies) allows your marketing and sales outreach to meet clients on their terms.

Each client profile will be unique, but most will cover:

• Demographic/Firmographic: Company size, industry, location, revenue
• Psychographic: Values, goals, pain points, decision-making criteria
• Behavioral: Buying patterns, engagement history, content consumption, preferred channels

Collecting this mix ensures a well-rounded client view that supports personalization and segmentation (2). You can think of it as a detailed “snapshot” of a customer segment. 

In fact, many teams use a client profile template to ensure they fill in all these components consistently. (For a deeper dive into defining an Ideal Customer Profile, check out our Ideal Customer Profile Guide for more on this process.) 

By compiling the right data components, you create a profile that is rich, actionable, and aligned with both marketing and sales needs. In the next section, we’ll outline a step-by-step process to gather and organize this information into powerful client profiles.

How Do You Build a Client Profile Step by Step?

Crafting a client profile might sound daunting, but it becomes manageable if you break it into clear steps. Below is a high-level process to build robust client profiles from the ground up:

1. Define Your Ideal Client and Align Internally – Set profiling objectives and get sales/marketing agreement on what a “good customer” looks like.
   
2. Conduct Research and Gather Data – Collect information from all available sources (CRM, interviews, surveys, analytics, etc.).
   
3. Segment Your Clients and Identify Patterns – Analyze the data for common traits among your best customers; cluster similar clients together.
   
4. Create the Client Profile Document – Synthesize findings into a profile template or narrative that highlights key attributes, needs, and behaviors.
   
5. Integrate Profiles into Marketing & Sales Workflows – Put the profiles to use by tailoring your campaigns, messaging, and prospecting strategies to each profile.
   

Next, we’ll expand on each step and how to execute it effectively:

1. Define and Align on Your Ideal Client Profile (ICP)

Every successful profiling initiative starts with clear objectives and internal alignment. In this first step, you’ll want to define who you are trying to profile and why. Begin by gathering your sales, marketing, and customer success teams (and anyone else who regularly interacts with customers) to discuss what characteristics make a customer ideal. Ask questions like: Which clients are our biggest wins and why? What attributes do our highest LTV (lifetime value) customers share? This conversation helps ensure you’re not creating a fantasy “wish-list” customer, but basing your profile on real, proven accounts that fit your business (10). For example, you may all agree that mid-market software firms with 100–500 employees in the finance industry have been your best segment historically – that’s a huge clue for your profile.

Crucially, avoid siloing this step to one department. A common pitfall is letting marketing define the ideal customer in isolation, or vice versa, which can lead to profiles that the sales team finds impractical (10). Instead, involve cross-functional insights: sales reps know what prospects are saying, account managers know what existing clients value, and marketing has data on which leads respond best. By aligning these perspectives, you build a shared vision of the target. At the end of Step 1, you should craft a rough outline of your Ideal Customer Profile (ICP) – typically including firmographics (industry, size, region) and high-level qualifiers (e.g. “uses cloud-based tools,” “has a dedicated IT team,” etc.). This acts as the strategic compass for your profiling project. (Remember, an ICP is not a single buyer persona but a composite of the ideal company or customer type you want to target (10).) With this ideal client definition in hand, you can proceed with focused research in the next step.

2. Conduct Research and Gather Data

With a clear idea of who you’re profiling, it’s time to dig for data. In Step 2, you will gather both quantitative and qualitative information about your clients. Start with internal data: export customer data from your CRM (e.g. account size, industry, revenue, products purchased) and look for trends. Which deals closed fastest? Which have lasted the longest? Also pull any available analytics on customer behavior – website visits, content downloads, product usage patterns – as these can reveal interests and engagement preferences.

Next, add qualitative color through direct lead research. Some effective tactics include:

• Talking to customer-facing employees: Sit with your sales reps, account managers, or support team and ask about common customer questions, objections, and feedback. They often have anecdotal insights like “Our manufacturing clients always ask about X feature” or “Healthcare prospects are very risk-averse in early stages.” These patterns are gold for profiling.
  
• Customer Interviews or Surveys: Reach out to a sample of current customers (especially ones that fit your ICP definition) and ask about their goals, challenges, decision criteria, and what they value in your solution. Even a handful of in-depth interviews can surface recurring themes (for example, five out of six customers might mention “scalability” as a key need). If direct interviews aren’t feasible, online surveys can work too – just keep them brief and focused.
  
• Web and Social Media Analytics: Use web analytics to see how different customer segments found you and which content they engaged with. For instance, your data might show that buyers from retail often arrive via LinkedIn and spend time on case study pages – hints about their journey. Social listening can also help; see what clients in your industry are saying on forums or networks.
  
• Customer Feedback and Support Logs: Dive into support tickets or Q&A logs. Are there common issues or feature requests from certain types of clients? If many SaaS clients ask for a particular integration, that’s a notable need for that segment’s profile.
  
• Industry Research and Third-Party Data: Leverage external reports relevant to your client’s domain. Sources like Gartner or industry associations often publish studies on challenges and trends for specific verticals. These can provide context (e.g. “85% of CIOs in banking worry about data security” – a stat you might include in a banking client’s profile). Also, consider third-party data enrichment tools that append firmographic or technographic info to your client list for more comprehensive data.
  

The aim in this step is to gather enough feedback and facts to identify patterns – you don’t need every data point on every customer (2), but you do want a representative sample. As you compile data, ensure it’s centralized (e.g. in a spreadsheet or a database) so you can easily analyze it. Organize the raw data around the key components from the previous section: demographics, challenges, buying process, etc. For example, create columns for each attribute (industry, employee count, biggest pain point mentioned, preferred contact method, and so on) and fill them in for each customer or interview respondent. This structured approach will pay off in Step 3 when you look for trends. By the end of the research phase, you should have a rich pool of information to work with – the raw clay from which you will mold your client profiles.

3. Segment Your Clients and Identify Patterns

Now comes the analysis step – making sense of all that data. In Step 3, your task is to segment the clients and find the common patterns that will form the basis of your profiles. Start by examining the data for clustering: do certain types of customers naturally group together based on shared attributes? For instance, you might notice that a subset of clients in the healthcare sector all have similar needs (say, HIPAA compliance and user-friendly software) and a similar buying process (e.g. consulting multiple stakeholders and running a pilot program). That indicates a distinct segment worth profiling.

It can help to create a simple matrix or use a whiteboard: list key attributes (from your data columns) and mark which clients share them. You may discover, for example, that 40% of your best customers are all in a particular region or use a specific technology – that’s a pattern to note. Also, pay attention to behavioral or outcome-based patterns: maybe clients who engaged with your educational webinars ended up closing bigger deals, or those who came through a referral churn less. These insights hint at what factors signal a good fit client.

If you have a large dataset, consider using analytics tools or even basic clustering algorithms to assist (some CRM platforms and BI tools can automatically group similar accounts). For a more advanced approach, AI-driven analytics can mine through customer data to highlight non-obvious correlations – a next-gen strategy some teams use to refine their segments continuously. But even without AI, a manual review often reveals the obvious groupings. Aim to define a handful of segments (e.g. 3–6) that collectively cover most of your target customer base. Each segment should be internally similar (clients in group A share key traits with each other) but distinct from the others in meaningful ways.

Once segments are defined, identify the defining characteristics and needs of each. Essentially, you are extracting the “essence” of the group. For example, you might label a segment “Cost-conscious SaaS startups” who typically have <50 employees, value low pricing and scalability, need lots of onboarding support, and prefer self-service buying. Another segment could be “Enterprise financial firms” that require strict security compliance, have lengthy procurement processes, and prioritize vendor stability. Look for repeating data points that show up at least 5 times or more – that repetition indicates you’ve found a reliable pattern to build on (2). Any unique patterns that emerge (even if fewer in number) could still form another profile if they’re important to your business.

By the end of this step, you should have the skeleton of each client profile: a clear idea of the segment’s identity (who they are) and their common needs/behaviors (what they want and how they buy). Essentially, you’re answering: What distinguishes this group and what do they have in common that matters for our sales approach? These insights set the stage for Step 4, where you’ll formalize them into full-fledged profiles.

4. Create the Client Profile Document or Template

With your segment patterns identified, it’s time to bring the profile to life. Step 4 is about synthesizing the analysis into a tangible client profile document (or a set of documents, one per profile). Many companies use a client profile template to ensure consistency – this could be a one-page document, slide, or even a visual infographic that highlights all key information at a glance. The template often mirrors the data components we discussed earlier: sections for Company Overview, Decision-Makers, Needs/Challenges, Buying Process, etc., with bullet points or brief descriptions under each.

Start by giving each profile a clear name or label. Some teams use descriptive names like “Enterprise Emma” or “Startup Steve” (borrowing from persona-style naming) to humanize the profile. Others simply title them by segment: e.g. “Mid-Market Manufacturing” or “Tier-1 Financial Institutions.” Use whatever naming convention resonates internally, as long as it’s easy to remember which profile is which. It can even be fun and memorable to include a representative photo or icon – though in B2B contexts, you might opt for an icon of their industry rather than an individual’s face.

Now fill in the details. For each profile, summarize the firmographics: for instance, “Mid-Market Manufacturing” – privately-owned manufacturers with 200–1000 employees, mostly in North America, ~$50M-$200M revenue. Next, list the key decision-makers and any insights about them: “Typically the VP of Operations initiates contact, but the CFO and IT Director are also involved in final approval.” Then articulate the primary needs and pain points this profile has: e.g. “Needs to reduce production downtime and improve supply chain visibility; current challenge is outdated inventory software causing delays.” Be sure to capture their solution requirements if any emerged in your research (like must-have features or integration needs they insist on).

Describe the buying behavior and journey for this profile: “Usually requires an on-site demo and a 3-month pilot; procurement is formal with RFPs; sales cycle ~6 months. Values vendors who provide extensive training and support due to limited in-house IT.” This level of detail directly informs how your team should approach the sale. Also note any common objections or deal-breakers that came up from similar clients, so sales reps can proactively address them.

Don’t forget softer psychographic details if you have them. For example, maybe your interviews revealed that these mid-market manufacturing VPs are very pragmatic and risk-averse, preferring proven solutions over cutting-edge tech. Include that insight in the profile narrative – it will guide the tone and content of your messaging (you’d emphasize reliability and ROI for them, rather than flashy innovation).

Each client profile should read almost like a mini story of a customer. Keep it concise and actionable: typically a profile is 1-2 pages at most, or a single slide. Use bullet points, bold headings, and icons to make it scannable. The idea is that a salesperson or marketer could glance at the profile and quickly grasp “who is this prospect, what do they need, and how do I win them over?” For example, a completed profile might say:

• Profile Name: Cost-Conscious SaaS Startup
  
• Overview: Early-stage tech startups (Series A or below) with <50 employees. Limited budgets (~<$10k annual for our solution).
  
• Key People: CEO (often the buyer), CTO (influencer), occasionally a Head of Growth. Young, product-savvy decision-makers.
  
• Top Needs: Need to streamline operations quickly; focus on scalability and speed. Pain point: manual processes slowing growth.
  
• Challenges: No dedicated procurement – buying decisions are informal but budget constrained. Skeptical of long contracts.
  
• Buying Process: Quick decisions if value is clear. Prefer monthly SaaS pricing and self-serve trials. Likely to compare many alternatives (research-heavy). Sales cycle ~4-8 weeks.
  
• Approach Tips: Highlight low cost of ownership and quick ROI. Offer free trial or freemium to hook them. Provide technical documentation for CTO. Be prepared for detailed product questions (they evaluate deeply). Keep it simple – they lack time for lengthy pitches.
  

By writing out profiles in this manner, you create a playbook for how to approach each customer type. Review each profile with your team to ensure it rings true and everyone is on the same page. You might even circulate them as part of training sessions or cheat sheets. Once the profiles are documented, you’re ready for the crucial final step – turning these profiles into action.

5. Activate and Integrate Profiles into Workflows

A client profile has no value sitting in a document repository; its power comes when you operationalize it in your sales and marketing processes. In Step 5, focus on weaving the profiles into every relevant workflow so your team consistently leverages these insights. Here are key ways to activate your client profiles:

• Marketing Segmentation & Targeting: Use the profiles to refine your marketing segments. For example, import profile attributes into your CRM or marketing automation platform and tag each lead or account with the profile it best fits. Many systems allow dynamic lead segmentation – you can create lead lists like “All leads that match Profile A criteria.” This enables you to run highly targeted outbound campaigns. In practice, instead of one generic email newsletter, you might send one version to your “Enterprise” profile highlighting enterprise-grade features, and a different version to the “Startup” profile emphasizing affordable pricing. Such personalization pays off: segmented and personalized campaigns have been shown to drive 58% of all revenue in email marketing (4), and 91% of marketers report improved email performance after fine segmentation (5). The right message to the right audience is key.
  
• Tailored Content and Messaging: Develop content assets aligned to each profile’s interests and stage in the buying journey. For instance, if Profile X values data security, produce whitepapers or case studies showcasing your security features for them. If Profile Y is very ROI-focused, prepare ROI calculators or testimonials with hard numbers. Even on your website, consider personalizing content blocks: modern marketing tools can dynamically change what case studies or banners a visitor sees based on their industry or profile. The effort is worthwhile because buyers engage more when content resonates with their specific context – remember, 83% of B2B marketers have seen improved lead generation from personalization efforts (4). The client profiles serve as a blueprint for creating that resonant content.

How do you tailor messaging and offers using different client profile segments?

Each profile segment has distinct pain points and priorities. By mapping messaging and offers to those specific needs, you increase relevance and engagement. For example, budget-conscious SMBs may respond to ROI calculators, while enterprise buyers may prefer detailed security documentation or proof of compliance.

• Sales Enablement & Pitch Customization: Arm your sales team with profile-specific playbooks. This might include email templates, call scripts, and demo narratives tuned to each profile. For example, a sales pitch to the Cost-Conscious SaaS Startup profile would lead with how your solution saves time and money, perhaps showing a quick ROI example, whereas a pitch to an Enterprise FinServ profile would start by emphasizing compliance and reliability, with a detailed integration plan. By aligning sales conversations with the profile’s key concerns, reps build trust faster. In fact, organizations that closely align sales strategy to ideal customer profiles are far more likely to exceed their targets – 71% of companies that regularly beat revenue goals use ICPs as a core part of their process (11). Make sure reps are trained on the differences between profiles and know the dos and don’ts for each (e.g. don’t lead with pricing for the Enterprise group, do highlight it for the Startup group).
  
• Account-Based Marketing (ABM) and Outbound Prospecting: Client profiles are invaluable for ABM initiatives. If you’re pursuing a list of target accounts, segment that list by profile and tailor your outreach cadences. For example, for higher-touch profiles, you might do a personalized gift or a custom webinar invite as part of your cadence, while lower-touch profiles get a lighter, automated touch. Sales development representatives (SDRs) can also prioritize prospects by profile fit – focusing their time on those that match your highest-value profile. This improves efficiency by avoiding chasing leads that aren’t a good fit. Research shows that companies focusing on profile-fit leads not only close more deals but also avoid the trap of signing “bad-fit” customers who churn or cause issues later (11). In fact, by 2025 an estimated 75% of companies will consciously “break up” with poor-fit customers to refocus on ideal ones (11), underlining how critical profiling has become for long-term revenue health.
  
• CRM and Workflow Integration: Technically integrate profile data into your systems. Add custom fields or tags in your CRM for profile segments (e.g. a field “Client Profile” with values A, B, C). This way, whenever a new lead or account is created, your team can assign it a profile (some companies even automate this assignment with lead scoring based on profile criteria). Then build workflows: if a lead is marked as Profile A, your CRM can automatically assign it to the rep who specializes in that profile, or trigger a specific email sequence tailored to Profile A interests. Similarly, in customer success or account management, use profiles to guide onboarding and upsell strategies (e.g. a “Cost-conscious” client might get onboarding that emphasizes quick wins and self-service resources to minimize their costs). By embedding profiles into the tech stack, you ensure they’re constantly in play, not just static documents.
  
• Continuous Team Communication: Keep the profiles alive in team dialogues. In pipeline review meetings, for instance, discuss deals in terms of the client profile: “We have a deal with XYZ Corp, they fit Profile B – are we aligning our approach accordingly?” This reinforces usage. Some companies even physically post profile summaries on the wall or make them the background of team enablement slides as a constant reminder. The more ingrained the profiles are in daily operations, the more naturally your team will use them to tailor their work.
  

By integrating client profiles into your go-to-market execution, you transform them from theoretical exercises into a competitive advantage. Your marketing messaging becomes more targeted (leading to higher engagement), and your sales efforts focus on the right prospects with the right pitch (leading to higher conversions). The results can be dramatic – one study found companies using advanced profiling and personalization achieved an 80% increase in conversion rates on their websites (4) and significantly higher sales productivity. The final piece of the puzzle is to monitor these outcomes and refine profiles over time, which we’ll address in a later section. But by now, you’ve built and deployed next-gen client profiles that position your sales team to stay ahead in 2026.

What Mistakes Do Businesses Commonly Make When Doing Client Profiling?

Even with the best intentions, organizations can stumble when creating or using client profiles. Let’s examine some common mistakes in client profiling – and strategies to avoid them – so your efforts don’t go off-track:

Mistake 1: Basing Profiles on Assumptions or Aspirations (Not Data).
One of the biggest mistakes is guessing what your ideal customer looks like, or worse, describing the customer you wish you had instead of who actually buys from you. For example, a team might assume their ideal client is a Fortune 500 enterprise because that sounds impressive – but if all their current happy customers are mid-market firms, the Fortune 500 profile will be misleading. Avoid this by grounding your profiles in real customer data (10). Use the research you gathered: if the data shows your best clients are mostly in healthcare and finance, don’t invent a profile targeting tech startups just because it’s trendy. Aspirational targeting can waste resources. Focus on patterns proven by evidence (win rates, retention, feedback) to define who truly is ideal for your business. In short: let data, not wishful thinking, drive your profiles.

Mistake 2: Overlooking Key Attributes by Focusing Too Narrowly.
While specificity is good, it’s possible to get too narrow and miss the bigger picture. For instance, you might fixate only on firmographic criteria (like company size or industry) and ignore other factors. Relying solely on one dimension can lead to incomplete profiles (10). Perhaps you define a profile as “Manufacturing companies with 500+ employees” – that’s a start, but not all large manufacturers behave the same or have the same needs. Maybe half of them are cost-driven and the other half innovation-driven; that’s an important distinction to capture. Avoid tunnel vision by including a mix of demographics, behaviors, and motivations. A good profile is multi-faceted. Also, don’t get so granular that your profile describes only one specific client (e.g. “Company X in Seattle with 612 employees using SAP” – that’s not a profile, it’s a single account). Ensure your profile represents a segment, not an individual case, so it remains broadly useful. If you notice your criteria are so strict that only a handful of companies qualify, consider broadening slightly or validate that segment’s viability for your business.

Mistake 3: Not Involving All Departments (Sales, Marketing, Support).
Client profiling shouldn’t be a siloed exercise. A pitfall is when, say, the marketing team drafts profiles based on campaign data, but never checks with sales or customer success who have day-to-day customer knowledge (10). This can result in profiles that look good on paper but don’t match reality, leading to friction – marketing might attract leads they think fit the profile, but sales might find those leads actually lack key qualifications. The solution is to make profiling a cross-functional project. Get input and buy-in from the teams that will use the profiles. Sales might add that “ideal customers have an active project owner internally” or support might note “the ones who churn often lacked executive buy-in.” These insights will make your profiles more accurate. Additionally, involving everyone early means they’re more likely to trust and use the final profiles. Avoid the “not invented here” syndrome by ensuring each department sees their perspectives reflected.

Mistake 4: Letting Profiles Get Stale (Set and Forget).
Markets change, and so do ideal customers. A classic pitfall is creating profiles and then sticking them in a drawer (literal or digital) and forgetting to update them. Over time, your offerings may evolve, you may enter new verticals, or external trends (like regulatory changes or economic shifts) may alter what your customers need. If you don’t refresh your profiles, they can become outdated and misguide your strategies. For example, imagine ignoring the rise of remote work – a profile created pre-2020 might omit the now-critical need for virtual collaboration solutions in many industries. Avoid this by reviewing and updating profiles on a regular schedule – at least annually, or whenever a major shift occurs. Look at new customer data and see if it still fits your existing profiles. It can be as simple as adding an addendum or tweaking sections of the profile. Gartner predicts that by 2025, 75% of companies will be actively “pruning” their customer base of bad-fit clients (11); part of that exercise is re-examining who your ideal clients are. Set a reminder to revisit your ICP and profiles, validate assumptions with fresh data, and adjust as needed. An up-to-date profile keeps you aligned with current opportunities.

Mistake 5: Failing to Operationalize – Profiles Not Used Consistently.
After doing all the work to create client profiles, the worst pitfall is not using them! This happens when profiles remain in a slide deck that no one references, or only one team uses them while others ignore them. The sales team might carry on with a one-size-fits-all pitch despite marketing having segmented personas, for example. The result is a disconnect and lost potential (and possibly finger-pointing if campaigns don’t perform). To avoid this, it’s crucial to integrate profiles into everyday workflows (as we detailed earlier). Make it easy for your team to apply the profiles: embed them in CRM fields, include profile tags in lead scoring, and design playbooks or content around them. Leadership should reinforce their importance, asking questions like “Which profile does this lead belong to?” in meetings. Another strategy is to share wins internally: “Our Profile C campaign generated 40% higher response – a testament to the power of targeted messaging.” Celebrating these wins encourages further use. Essentially, treat profiles as living tools, not static documents. When properly integrated, they become part of the company culture of how you approach customers. That way, you won’t face the scenario of having great profiles that never actually influence sales outcomes (10).

Being aware of these pitfalls is half the battle. By basing profiles on real data, keeping a broad yet focused view, collaborating across teams, updating regularly, and truly using the profiles in the field, you’ll steer clear of common mistakes. This ensures your client profiling efforts deliver the intended value: more efficient marketing, more effective sales, and happier customers that truly fit your business.

Leveraging Client Profiles for Marketing & Sales

A well-crafted client profile is a powerful asset – now let’s talk about how to leverage it to boost your marketing and sales performance. The endgame of profiling is to drive more targeted, effective strategies across the customer lifecycle. Here are key areas where client profiles make a tangible impact:

1. Precision Targeting and Personalized Marketing – Client profiles enable your marketing team to move from broad-based campaigns to highly segmented ones. Instead of blasting the same message to everyone, you can tailor content and offers to each profile group. For example, if one profile cares most about cost savings, your email marketing to that segment can lead with a compelling ROI statistic or a promotional discount. Another profile that values quality and support might receive a whitepaper about your premium customer service and an invite to a webinar with your experts. This kind of personalization isn’t just nice to have – it’s increasingly expected by buyers. Studies show 91% of consumers are more likely to shop with brands that provide relevant offers and recommendations (9). In B2B, relevance is king: a generic message might be ignored, but a message speaking directly to a known pain point of that industry or role is far more likely to engage. Profiles give you the intelligence to create those relevant messages at scale. Over time, you can even optimize spend by focusing on channels where each profile is most active (e.g. one client segment might respond well to LinkedIn ads, while another prefers email newsletters). The result is higher conversion rates and ROI on marketing spend, as you’re not wasting impressions on unqualified audiences. To quantify the impact, a Litmus report found that 91% of marketers saw improved email performance after implementing segmentation (5), and Salesforce noted personalization can boost marketing spend efficiency by 10-30% (4). Simply put, client profiling sharpens your marketing aim.

2. Sales Efficiency and Higher Win Rates – For sales teams, client profiles are like having a cheat sheet on what makes a prospect tick. This allows reps to qualify sales leads faster and focus on the most promising opportunities. By comparing inbound leads or target accounts against your profiles, sales can quickly gauge fit. Suppose a new lead comes in: if it matches one of your ideal profiles (say, correct industry, company size, and stated need aligns with what you solve), that lead should be fast-tracked – it’s likely high quality. Conversely, if a prospect is way outside your profiles, a rep can decide early on whether to nurture differently or even disqualify, rather than forcing a deal that’s unlikely to succeed. This triage ability means reps spend time where it counts. In fact, organizations report significantly higher close rates when focusing on profile-fit leads – one source shows companies with strong ICP alignment enjoy 68% higher win rates (11).

Profiles also guide the sales approach and pitch. Reps can tailor their discovery questions and demonstrations to the specific client type. For example, they know Profile A clients usually worry about integration, so they proactively address that and maybe even loop in a sales engineer early. For Profile B, who cares more about user adoption, the rep might share a training plan and customer success story from a similar client. This relevance in sales conversations builds trust. Buyers feel “this seller really understands my business,” which can dramatically shorten sales cycles and improve deal outcomes. Moreover, client profiles help align sales and marketing efforts, so prospects experience a coherent journey. The content that attracted them (marketing) and the conversation they have (sales) will echo the same understanding of their needs – a seamless handoff that improves the buyer experience and your internal conversion metrics. It’s telling that 71% of companies exceeding revenue and lead goals leverage ICPs in their sales process (11), indicating how closely profiling ties to sales success.

3. Account-Based Marketing (ABM) and Strategic Account Planning – For teams practicing ABM, client profiles are indispensable. ABM involves tailoring campaigns to individual high-value accounts or very specific segments – essentially treating a segment of one as a “market.” With detailed profiles, you can identify which target accounts fall into which profile and craft highly bespoke outreach. For instance, let’s say you have 50 named target accounts; using your profiles, you realize 20 of them are Profile X and 30 are Profile Y. You can now design two parallel ABM streams, each with customized value propositions and content assets resonating with the respective profile. Profile X accounts might get a custom microsite or a direct mail package that speaks their language, while Profile Y accounts receive a set of C-suite specific case studies. Client profiling brings discipline and insight to ABM, ensuring you’re not just customizing for each account randomly, but based on a framework of what that account likely cares about. This increases the chances of opening doors and deepening engagement. ABM is resource-intensive, so the lead intelligence from profiles helps prioritize efforts on accounts most likely to convert and personalize efforts in the right way. As a result, companies see higher deal sizes and multi-stakeholder engagement. Essentially, profiles act as the blueprint for scaling personalization even when you’re targeting accounts one by one.

Additionally, profiles feed into strategic account planning for existing customers. Account managers can use profiles to spot upsell or cross-sell opportunities that similar clients pursued. For example, if you know your Profile A typically buys Product 1 first, then in year 2 often adds Product 2, you can proactively introduce that second product when engaging a current client of that profile. This systematic approach, drawn from profile trends, can boost expansion revenue and reduce churn (because you’re aligning your solutions with known evolving needs of that client type). In fact, focusing on ideal profile fit customers has been linked with improved retention – one B2B study noted a 80% improvement in churn rates after refocusing efforts on ICP-aligned customers (11). All this underscores how leveraging profiles isn’t just for closing new deals, but for lead nurturing and growing customer accounts strategically.

4. Improved Product Development and Positioning – While not as obvious, client profiles can even influence your product roadmap and how you position your offerings. When you clearly understand the distinct needs of your client segments, you might identify gaps in your product or service that, if filled, could attract more of those ideal clients. For instance, your Profile B clients all mention needing a certain integration or feature. That insight, backed by profile data, can be relayed to your product team as a priority – building it could unlock more deals in that segment. Likewise, if Profile C clients value user experience, that segment’s feedback can justify investing in UX improvements. This is essentially customer-driven innovation guided by the profiles. On the positioning side, profiles ensure your value propositions are segmented. Rather than a single generic value prop, you develop multiple angles: one per profile. You might present your company as “the cost-saving option” to one profile, and “the reliability leader” to another, if those are what each cares about. Your website, collateral, and proposals can have tailored messaging tracks. This multi-angle positioning can broaden your market appeal without diluting your message – because each audience hears the message most relevant to them. Companies that do this well often create separate landing pages or solution pages on their site for each major industry or persona, effectively operationalizing profile-based positioning. The effort leads to prospects self-identifying (“Yes, that sounds like me and my needs”) which in turn leads to better lead quality. No surprise, then, that 56% of companies reported generating higher quality leads when using well-crafted buyer personas (a close cousin of profiles) (6).

5. Alignment of Sales and Marketing (SMarketing) – A less talked about benefit of leveraging client profiles is how it aligns your internal teams. When marketing and sales share the same mental model of who the target customer is, it creates a unified front. The marketing-qualified leads (MQLs) that marketing passes to sales are more likely to be accepted and worked, because sales sees that they fit the agreed profile criteria (reducing the classic “these leads are junk” complaint). Conversely, sales feedback on profile fit (like “we’re seeing traction with a new sub-segment”) can quickly be incorporated into marketing and lead generation campaigns. This alignment can be measured: companies with tight sales-marketing alignment around customer profiles tend to have higher lead acceptance rates and often revenue growth to show for it. One stat to illustrate: organizations with good sales-marketing alignment achieve 38% higher sales win rates, according to MarketingProfs. How do profiles help? By serving as a common language. Instead of a salesperson saying “the lead wasn’t good,” they can articulate “the lead didn’t match our Profile, here’s why.” That can lead to productive adjustments (maybe marketing adjusts targeting criteria or sales adjusts understanding of an emerging profile). In essence, profiles bring objectivity and clarity to who you’re going after, which rallies everyone in the go-to-market teams around serving those customers best.

How can client profiling help your sales, marketing, and customer-success teams align?

Shared client profiles provide a unified understanding of your best customers. Marketing targets the right segments, sales tailors outreach, and customer success aligns onboarding and retention strategies—all using the same customer blueprint. This alignment improves lead quality, consistency in messaging, and overall customer satisfaction.

In summary, leveraging client profiles turns insight into action. From finely tuned marketing campaigns and efficient sales execution to better account management and product decisions, profiles are a catalyst for performance improvements across the board. They help ensure that every customer-facing interaction is informed by data and empathy – the two ingredients for winning business in 2026 and beyond. Sales leaders and CMOs who champion the use of profiles often see tangible results: shorter sales cycles, higher conversion rates, improved customer satisfaction, and not least, a healthier bottom line. With great profiles in hand, the next step is to keep them accurate and measure their impact, which brings us to data governance and ongoing optimization.

What Ethical Or Privacy Considerations Should You Keep In Mind When Building Client Profiles?

As we embrace more advanced client profiling techniques, it’s vital to address the data governance, privacy, and ethical considerations that come along. In a world increasingly concerned with data rights and transparency, sales teams must balance insight with responsibility. Here’s how to stay ahead ethically while profiling:

1. Ensure Data Quality and Governance: A profile is only as good as the data behind it. That means you need processes to maintain data accuracy, completeness, and consistency. Implement data governance practices such as regular CRM data cleaning and enrichment to avoid basing profiles on stale or incorrect info. Remember that poor data quality is costly – Gartner estimates bad data costs organizations on average $12.9 million per year (12) in inefficiencies and errors. To mitigate this, assign ownership (e.g. a data steward or sales ops role) to monitor data health. Use tools for data validation and set up routines (maybe quarterly) to purge duplicates, update outdated fields, and fill missing gaps (for example, if an industry field is blank for many accounts, run a data append). Good governance also involves documentation: clearly define what each profile attribute means (e.g. what counts as “enterprise” or what “high budget” entails in numeric terms) so everyone uses data consistently. This reduces misclassification and keeps your profiling reliable.

2. Privacy Compliance (GDPR, CCPA, etc.): Client profiling often involves collecting and processing personal data (especially if you’re profiling individuals or using behavioral data). It’s non-negotiable to comply with privacy laws like GDPR (in the EU), CCPA/CPRA (in California), and others. That means only collecting data you legitimately need and have rights to use, securely storing it, and honoring consent and opt-out requests. For example, if you’re tracking website behavior to inform profiles, ensure your site’s cookie consent is robust and transparent. If you’re enriching profiles with third-party data, verify that the data source is compliant and that you’re allowed to use that data for profiling. Individuals have the right to know what you know about them; under GDPR they can request their data or ask it be deleted. Your data management should be organized enough to handle such requests efficiently. One tip is to keep a clear record (audit trail) of data sources for each profile attribute – so you can demonstrate compliance and respond to inquiries.

3. Be Transparent and Build Trust: Ethical profiling isn’t about hiding in the shadows; it’s about being open with customers and prospects on how you use their data. Ironically, transparency can actually enhance profiling effectiveness. According to a Deloitte survey, 73% of consumers are willing to share more data if brands are transparent about how it’s used (8). This suggests that when you explain, for instance, “We collect information on your preferences to serve you better offers,” customers are generally fine with it – as long as they feel the value and honesty. So consider making your data usage policies clear. For B2B sales, this might come up less formally (you might not have a “privacy notice” conversation with a prospect), but transparency can be in practice: e.g. if you use intent data and reach out because a company visited your site, have the rep mention that interest (“I noticed your team looked into our resource on X, and I thought I could provide more info”) rather than acting like it’s a coincidence. Being upfront can turn what might seem creepy into a helpful gesture. The key is: don’t collect or use data in ways that would surprise or unsettle the customer. If you’re ever in doubt, ask “Would the customer say it’s okay we know this about them?” If the answer is no, reconsider the practice.

4. Avoid the “Creepy” Factor – Ethical Boundaries: In the pursuit of personalization, it’s easy to cross into territory that customers find invasive. For example, using GPS or location data to ping a prospect when they are literally near your office – that can feel stalkerish. Or leveraging personal details that weren’t directly provided (perhaps scraping social media for personal info) can backfire. Accenture’s research found that 27% of consumers have felt a brand’s personalization was too invasive, and in most of those cases (64%) it was because the brand used data the customer didn’t knowingly share (9). The lesson: stick to data that customers have either explicitly given you or that’s considered fair use (like public firmographics, etc.). If you do infer something (say, using a third-party intent signal), use it tactfully and contextually. Also, give customers control: allow them to update their preferences or opt out of certain types of profiling or communications.

Another ethical boundary is avoiding profiling on sensitive attributes in a discriminatory way. Even if legal, it could be unethical to target or exclude based on things like race, religion, or other protected characteristics (and in many cases it’s illegal in certain contexts). In B2B, this is less direct since you profile companies or roles, but always be mindful of fairness and equal opportunity. Ensure your profiles are about business-relevant factors and not veering into areas that could bias who you engage. For instance, a profile for “ideal salesperson persona” shouldn’t implicitly become “prefers male candidates” or such – that would be an unethical profiling outcome in hiring. In customer targeting, just focus on needs and behaviors, not stereotypes.

5. Security and Data Protection: With great data comes great responsibility to protect it. Your client profiles might consolidate a lot of information about customers – essentially a treasure trove. It must be safeguarded from breaches or leaks. Follow best practices: encrypt sensitive data in your databases, enforce access controls (not everyone in the company needs to see detailed profile data for all clients), and educate employees on data handling. If you use cloud CRM systems, leverage their security features and regularly update permissions as roles change. Having a data protection policy – and possibly cyber insurance and an incident response plan – is wise. Not only does this prevent legal issues, but it also preserves the trust your clients place in you. A breach that exposes how you’ve been profiling customers could be a PR disaster and erode confidence (“what else do they know about me?”). Therefore, treat client profile data with the same care as you would financial data or personal identifiers.

6. Ethical AI Use in Profiling: As next-gen strategies might involve AI for predictive profiling, ensure that these algorithms are ethical and explainable. AI can sometimes pick up biases in data and amplify them. If you’re using a machine learning model to score leads or segment customers, periodically audit its outputs for any unintended bias. Also, be ready to explain (at least internally, if not to customers) how the AI is making decisions. Under regulations like GDPR’s “right to explanation,” if an automated decision significantly affects someone, they can ask for an explanation – so you should avoid “black box” models that you can’t interpret. It’s better to use AI as a supportive tool for human decision-makers in profiling rather than fully automating actions without oversight. Keep a human in the loop to review and adjust AI-driven profiles or recommendations.

In sum, treating client profiling as a discipline that respects privacy and ethics will not only keep you compliant with laws, but also strengthen your customer relationships. When customers see that you handle their data with care and only use it to genuinely help them (and not in creepy ways), it builds trust and loyalty. This trust is a competitive differentiator: in an era of data breaches and spam, being known as a company that’s responsible and respectful with data can be part of your brand value. So as you innovate with next-gen profiling – using AI, big data, and deeper insights – do so on a foundation of strong governance and ethics. It’s the right thing to do, and it’s good business too.

How Do You Measure The Success Of Your Client Profiling Efforts?

Client profiling is not a “set it and forget it” exercise – the most successful sales teams treat it as an iterative process, continually measuring impact and refining profiles for maximum effectiveness. In this section, we discuss how to track the performance of your client profiles and optimize them as your business and market evolve.

1. Define Success Metrics for Profiling: First, establish how you’ll know if your profiling efforts are paying off. Tie client profiles to concrete sales KPIs in both marketing and sales. For marketing, you might track metrics like email engagement rates by segment, conversion rates of targeted campaigns vs. broad campaigns, lead-to-MQL conversion lift, etc. For sales, look at opportunity win rates, average deal size, sales cycle length, and quota attainment, specifically segmented by whether deals fit your ideal profiles or not. For example, measure the win rate on deals that match a profile versus those that don’t – you might find (and hope) that profile-aligned deals close at a significantly higher rate. One company discovered that deals outside their ICP had a 15% win rate, while deals within their ICP won at 30% – doubling their efficiency by focusing on profile-fit opportunities. Likewise, track churn rates or renewal rates for clients that met the ideal profile criteria. Ideally, your high-fit customers should have better retention and expansion rates. Setting up these metrics creates a baseline to improve upon.

2. Monitor Lead and Deal Quality: A practical way to monitor impact is through the quality of leads and deals entering the sales pipeline. Sales and marketing should consistently evaluate if the leads generated align with the profiles. You can implement a simple dashboard: what percentage of MQLs or SQLs each month were Profile A, B, C, etc.? And what percent were “none of the above”? Seeing that percentage move over time is telling – if initially only 40% of leads were in your sweet spot profiles and after 6 months of targeted campaigns it’s 60%, that’s a win. Similarly, monitor if deals that don’t match any profile are slipping in – if so, why? It might be a sign either that your profiles need expansion or that some unqualified deals are cluttering the pipeline (which you can then address by tightening targeting). Another measure is lead-to-opportunity conversion by profile. If Profile X leads convert at a much higher rate than Profile Y leads, that could inform resource allocation (maybe invest more in sourcing Profile X leads). On the flip side, if a profile isn’t converting as expected, it’s a flag to re-examine: Did we misidentify their needs? Are we lacking a tailored approach for them? Use these insights to tweak your strategies or even the profile definitions.

3. Track Sales Performance and Rep Feedback: At the end of the day, profiles should help salespeople sell more effectively. Track performance indicators like win rate, average sales cycle, and revenue for opportunities where reps followed profile-based playbooks versus those where they didn’t. For instance, if you rolled out new pitch decks and proposals customized per profile, do deals where those were used close faster or at a higher rate? Sales performance data can validate the real-world utility of your profiles. Additionally, gather qualitative feedback from the reps regularly. Are the profiles resonating in conversations? Do reps report that “prospect so-and-so was exactly like Profile B, and focusing on those pain points really worked”? Or are they finding certain profile assumptions aren’t quite right in practice? Maybe sales hears that a supposed key challenge isn’t actually a priority for clients this quarter. That intel is gold for optimization. Set up a feedback loop – e.g. a quarterly meeting or Slack channel where reps can share observations on lead quality and profile fit. They might identify a new emerging profile on the horizon or suggest merging profiles if they’re too granular. Incorporate this frontline feedback to refine your profiles continuously.

4. A/B Test and Experiment: Treat elements of your client profiling and segmentation strategy as you would any marketing or sales experiment. For example, you could A/B test different messaging angles within the same profile to see what truly drives engagement – this can further validate (or challenge) your understanding of the profile. Suppose Profile A’s profile says “cares about cost”. You could run two variants of an email: one emphasizing cost savings, another emphasizing, say, reliability (a secondary factor), to see which yields higher response. If surprisingly the reliability message performs better, that might signal updating the profile’s stated top needs. Similarly, in sales, if you’re unsure whether Profile C prefers a technical demo first or a business-case discussion, try both approaches with different prospects (in a controlled way) and compare success rates. Over time, these micro-experiments hone the accuracy of your profile descriptions and recommended tactics. Also test new data points: maybe you suspect “website engagement level” might be a predictor of fit. Validate by seeing if leads with higher site engagement who match a profile convert better than those with low engagement. If yes, you might incorporate that as a refined criterion (like an ideal client not only is of type X, but also tends to demonstrate high pre-sales engagement).

5. Revise Profiles Based on Data and Market Changes: Optimization often means updating your profiles themselves. Use the metrics and feedback to ask: Do we need to adjust our profiles or even add/remove one? Perhaps you discover a subset of customers that didn’t fit neatly into your original profiles but are becoming important. That could warrant creating a new profile or splitting an existing one. Conversely, you might find two profiles behave so similarly that it’s efficient to merge them. Always revisit the fundamental question: are these profiles still the best reflection of the customers that drive our business forward? As your company introduces new products or targets new verticals, update the profiles accordingly. It helps to version-control your profiles (e.g. Profile v1.0 vs v2.0) and keep notes on what changed, so everyone is aware and new team members see the evolution. Keep an eye on external market trends too – for instance, if economic conditions shift, maybe all your profiles put greater emphasis on cost and risk avoidance; that might require a tweak in messaging emphasis across the board.

You should also correlate profile performance with revenue outcomes. A striking example from earlier: Martal Group’s experience shows that aligning outreach tightly with well-defined profiles can scale up sales funnels significantly (in one case helping a client secure consistent meetings with Fortune 500 decision-makers quarter after quarter). Such case results reinforce that dialing in the right profiles and strategy can materially boost results. Use your own wins as case studies internally. If, say, in the past year revenue grew 30% and you attribute a chunk of that to improved targeting via profiling, highlight that. It keeps the team bought in to the process of continual optimization.

6. Dashboard and Report on Profile Metrics: To keep optimization on track, build a simple dashboard or set of reports that regularly shows profile-related metrics. For example, a monthly report might show: Leads generated by profile, Opps and Wins by profile, Conversion rates by profile, Average deal size by profile, and any changes month-over-month. Include also any qualitative notes (e.g. “Profile B no wins this quarter – investigating cause”). Sharing this with both sales and marketing teams ensures everyone sees the impact and areas to improve. It can also foster a bit of healthy competition or focus: if Profile A is consistently the highest win rate, the team might push “let’s find more Profile A leads!”. If Profile C has low conversion, strategy meetings can zero in: do we need to adjust our approach or even reconsider targeting Profile C at all? Making profile performance visible keeps the concept tangible – it’s not some fuzzy buyer persona idea, it’s directly linked to pipeline and revenue numbers.

7. Don’t Be Afraid to Pivot: Optimization sometimes means making the tough call to pivot away from an initial hypothesis. Maybe you profiled what you thought was an ideal segment, but after two quarters, the data shows they’re not as lucrative (perhaps the sales cycles were too long or the CAC was too high). It’s okay to decide, “Profile D is not worth focusing on; let’s reallocate resources to Profile A and B which are our sweet spot.” In 2026’s fast-changing market, agility is key. The benefit of measuring profile performance is you can make data-informed decisions to pivot strategy quickly, rather than sticking to a plan that isn’t working.

In summary, continuously close the loop: Measure how well your profiles are working, learn from the results, and refine. Think of your client profiles as living, evolving strategic assets. Companies that excel at this iterative refinement often dominate their markets because they’re consistently aligning with the best opportunities. They’re not chasing every shiny object, nor clinging to outdated notions of their customer – they are dynamically tuning their target profiles as they grow. By following suit, you ensure your sales team stays ahead of the curve, always zeroed in on the clients that matter most, with the insight to win them and the adaptability to keep winning as times change.

Conclusion 

In the fast-paced sales landscape of 2026, next-gen client profiling is no longer optional – it’s a strategic must for B2B organizations that want to stay ahead. By now, we’ve seen how building rich client profiles (from defining your ICP to mapping out detailed needs and behaviors) guides more effective marketing campaigns and empowers your sales team to engage the right prospects with the right message. It’s about precision: working smarter, not harder, by focusing your efforts where they’ll have the greatest impact. The data backs it up – companies that rigorously use client profiles are consistently outperforming those that rely on guesswork or broad targeting (11). They’re closing more deals, closing them faster, and fostering longer-term client relationships.

At Martal Group, we understand the transformational impact of getting client profiling right. We’ve spent years honing our approach to lead generation, outbound sales, and appointment setting across industries – and a cornerstone of that success is the development of accurate Ideal Customer Profiles and buyer personas for our clients. In practice, this means when Martal becomes your sales partner, we don’t just start selling – we start by deeply understanding your best customers. We create or refine your client profiles and then tailor our outreach campaigns accordingly, using personalized, multi-channel touchpoints that speak each prospect’s language. The result? Our clients see surges in qualified leads and conversion-ready meetings, because outreach is tightly aligned with what target customers actually care about. (And as profiles evolve, we adapt on the fly – agility is part of our DNA.)

The bottom line is, you don’t have to navigate this complex profiling and targeting journey alone. Martal can help you implement the strategies we’ve discussed in this blog – from curating data-driven client profiles to executing campaigns that fill your pipeline with ideal-fit opportunities. Our international team has experience acting as an extension of your sales force, leveraging next-gen tools and an account-based mindset to generate results. We’ve helped businesses like yours elevate their sales by focusing on the right clients and approaching them the right way.

Ready to stay ahead of the curve with smarter client profiling and outreach? Let’s talk. Martal Group offers a free consultation to assess your current approach and show you how we can boost your lead generation and sales outcomes using our proven, profile-driven strategies. We’ll roll up our sleeves together – defining your ideal client profiles, engaging those prospects through our outbound lead generation expertise, and ultimately driving growth that outpaces your competition.

Don’t let your sales team operate on hunches or outdated assumptions. Empower them with next-gen client insights and a steady flow of qualified leads. Contact Martal Group today for a free consultation and let’s shape a sales strategy built for 2026 and beyond. Together, we’ll target smarter, sell faster, and win more.

References

1. BizProspex
2. Peer-to-Peer Marketing
3. McKinsey & Co.
4. Instapage
5. HubSpot  – Sales Statistics
6. HubSpot Blog – Customer Profiling
7. Dataversity
8. Deloitte
9. Accenture Interactive
10. RollWorks
11. SuperOffice
12. Gartner