EdTech · B2B + B2C

Three product lines, B2C individual courses, B2B team licences, and enterprise custom programs, competing for the same ₹18L/month marketing budget with no allocation logic. ICP undefined: targeting "anyone interested in upskilling." B2C CAC ₹8,200 and B2B CAC ₹62,000 with no benchmarks or targets against which to evaluate either. Lead-to-paid conversion of 0.8% because the same nurture sequence was being sent to both a student buying a ₹4,000 course and a procurement manager deciding on a ₹40L enterprise deal. CRM held only email addresses, no pipeline, no stage, no owner.

Started with a three-week diagnostic: customer interviews, closed-won analysis, and cohort LTV by product line. Defined distinct ICPs per product line with firmographic (B2B) and psychographic (B2C) filters. Built separate funnels: LinkedIn for B2B enterprise with content-led demand gen, Meta and Google for B2C direct response, and an account-based outreach sequence for enterprise. Built the HubSpot RevOps layer, lifecycle stages, deal pipeline, lead scoring per product line, and MQL/SQL definitions agreed with the sales team. Created a Looker dashboard showing CAC, pipeline, and LTV per product line weekly.

B2C CAC: ₹8,200 → ₹4,000. B2B CAC: ₹62,000 → ₹31,000. Lead-to-paid conversion: 0.8% → 2.4% across all product lines. ₹4.1Cr of pipeline influenced in the first 6 months with every deal linked to a source channel. Marketing budget reallocation: ₹6L/month moved from B2C prospecting to enterprise content programme after Looker showed enterprise LTV 14× higher than B2C. Marketing and sales team speaking the same language, pipeline reviews became about stage velocity, not lead volume.