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January 18, 2022

How Research-driven sales saved Oroson

By Aggelos Mouzakitis

A few words about Oroson

Oroson is an Irish based company that brought a revolutionary solution in feedback exchange and team collaboration. In a few words, they offer a hub where teams can upload any file type and their colleagues can pin their feedback on it.

What was the problem

When Daniel, the founder of Oroson, first came to us, he mentioned that they had marketing problems. As he explained, they did have power users that were very fond of Oroson and their retention was pretty high. Yet, their marketing efforts could hardly bring new users onboard. In other words, acquiring new customers was very expensive. 

How we helped Oroson

Our steps & method

  • Value-Gap Analysis
  • Positioning Change
  • New Website
  • Product Mockups
  • Defining and Testing the ICP
  • Implementing Research-driven Sales

To reach the heart of the problem, we began with a Value-gap analysis. We interviewed power users, churned users, as well as fresh users. And eventually we found out that behind the marketing issues, there was a positioning problem. Their VP was a nice-to-have one, not a must-have.

During interviews with power users, we discovered some amazing use cases that were way more specific than the current positioning. Yet, new users would never hear about them since these cases were not part of the solid positioning and communication.

What we did was practically change the product positioning along with the website that came with it. 

At the same time, we began to build mockups for the new product. 

In order to test what we were building before scaling it, we implemented an innovative research appliance, following the steps below:

  • At first, we made assumptions about our ICP
  • Then we found users on Linked-in that fulfilled these criteria and reached out
  • We offered them an Amazon voucher in exchange for a quick call in which they would give us feedback on our mockup product

This way, we created a feedback loop that helped us educate ourselves on who our ICP is. We reached out to more than 300 users and call after call, we began to have an extremely detailed portrait of our ICP. We knew exactly who our ideal customers are, where they work, in which position, what are their pain points, what exactly do they need e.t.c. 

At the same time, some of the people that joined our calls were interested in the product. So we added a CTA that invited them to book a call and be the first to know when the product launches. 

So it was 3 in 1: 

  • We were testing and improving our mockup before launch
  • We acquired a ridiculously clear view of our ICP
  • We began to build a pipeline of potential future users

..all at the same time.

And what is even better, this procedure cost the same or even less than acquiring new customers with ads. Plus, we had an extremely empathetic feedback loop right from our ideal customers.

So we were either getting the client, or the feedback.

The results

  • We brought growth following a disruptive innovation model. We practically stripped down the product. We offered less, but extremely clear and useful features
  • We acquired a crystal clear understanding of the product and it’s go-to-market
  • Oroson changed industry, positioning, ICP and even value metrics and pricing. It went from being a “Visual collaboration software” to being a tool that you use to “Share visual content and get feedback”.
  • We scaled the research-driven tactic to reach more potential customers. Sales reps outreached people who marched with the ICP and jumped into calls with them to take feedback while selling the product, at the same time.

So, by the end of collaboration:

  • Oroson became a product-led company that had the most scalable sales-led approach
  • They managed to bring a bridge round of investments


Oroson was a very interesting case as we practically changed direction and stripped down the product to give it a lift. 

A product’s success has nothing to do with the number of features it provides. Sometimes, less might be more. At the end of the day, more features might go against a seamless experience. 

In addition to that, outcome-driven research is not about “what features to build”. It’s about the job-to-be-done of users. You know you are on the right track with your ICP when you have an insane empathy level that allows you to say ridiculous details about your users’ profiles.

Research-driven sales brought this knowledge to Oroson and led to thriving results.

Aggelos Mouzakitis

Aggelos is the founder and Growth Product Manager of Growth Sandwich. He is among the first Customer-led experts in the world, leveraging advanced, Jobs-to-be-done customer research to orchestrate and guide Growth for B2B SaaS companies. A- and B- series SaaS are hiring him to organise, design and execute programs that infuse the whole company with qualitative data, empathy and the necessary knowledge to address any growth dilemma. In the last 4 years, he has worked with more than 100 SaaS companies and trained literally, thousands through my physical and online courses.