The Force of Context

DesignVerse needed to reach enterprise buyers and give them a reason to enquire. Our brief was to get moving quickly, while learning which markets, problems and messages attracted credible interest.

The first task was to make the offer clear enough to take to market. We then needed to turn that proposition into campaigns and keep a useful record of the response. Each round should tell us something that would improve the next: which searches mattered, who was visiting the site and where genuine enquiries were coming from.

This was an early acquisition programme. The aim was to open worthwhile conversations and leave DesignVerse with a sound basis for further work. Three verified leads would be a useful first result; establishing a reliable, profitable source of demand would take more time and evidence.

1. 01Open conversations
2. 02Learn from the response
3. 03Build a useful foundation

The offer had to make sense in the setting where it would be used. For an enterprise buyer, confidence in AI-assisted delivery sits alongside a practical concern: will the work respect the organisation’s own knowledge, rules and architecture?

Our proprietary 10 Forces model helped us frame those concerns. Assurance gave us a way to think about trust in the work. Control focused attention on how that work would fit the organisation. These became the two forces behind the proposition.

Together, they led to Enterprise Context. This put the organisation’s requirements at the centre of the offer and gave us a consistent idea to carry through search campaigns, audience choices and landing-page copy.

The 10 Forces / In practice

Trust is built through proof, guarantees, and clear signals.

06

Assurance

Assurance

Trust is built through proof, guarantees, and clear signals.

For DesignVerse, this meant giving enterprise buyers confidence in AI-assisted delivery.

People want precision and tools that work exactly as hoped.

08

Control

Control

People want precision and tools that work exactly as hoped.

The work needed to respect the organisation’s knowledge, rules and architecture.

↓Enterprise Context

Confidence in the delivery. A proper fit with the organisation.

Explore the full 10 Forces model →

The model gave us a reasoned starting point for the campaign. It helped us decide what to say and what to investigate; it did not prove why any individual buyer responded.

Enterprise Context gave the acquisition programme a common direction. We organised search themes, audience priorities and regional campaigns around it, with landing-page guidance to carry the same argument through to the site.

We refined targeting and search intent over successive rounds. The question was whether we were reaching people with a relevant enterprise need, and whether that interest led to an enquiry. The number of clicks alone could not answer it.

Careful measurement mattered. We kept verified leads separate from the conversion events reported by the advertising platforms. A recorded event could show activity without telling us whether a genuine enquiry, let alone a sales-qualified conversation, had taken place.

Weekly reviews brought these observations together. They gave the team a practical basis for adjusting the campaigns: who was arriving, what they appeared to be looking for and which activity was producing a response worth following up.

The target markets were the US, UK, BENELUX, and Nordics or Estonia. We refined the targeting to focus activity on these markets and reduce visits from elsewhere.

That distinction matters when judging traffic. Removing visits from outside the brief may lower the total while bringing the audience closer to the people the business wants to reach. To show the extent of that change, we would need to compare the share of visitors from the intended markets alongside the total paid traffic for each week.

The weekly figures still need to be reconciled using the same seven-day periods and definition of paid traffic. We therefore make no claim about a percentage improvement. The verified lead record provides the clearest result.

The three leads gave us something specific to pursue. Each came from a Software Engineering Governance campaign, with enquiries across two regional groups.

Governance has a natural connection to Enterprise Context. It brings the organisation’s rules and oversight into the discussion about AI-assisted delivery. It also returns us to the two forces behind the work: confidence in what is being delivered, and control over how it fits the organisation.

The result needs to be kept in proportion. Three leads do not establish sales qualification, pipeline value or revenue. Without comparable exposure and spend, we also cannot say that Assurance or Control outperformed other messages.

What we had was a worthwhile direction for the next phase. Further work could examine whether the response could be repeated, at what cost, and how enquiries progressed towards business.

DesignVerse finished the initial phase with a clear proposition, an active acquisition programme and three verified leads. Software engineering governance had emerged as the most promising early theme, and the next team retained much of the work.

That was a useful answer to the original brief. We had moved from an idea about what might persuade enterprise buyers to a campaign with a recorded response and a clear direction for further investigation.

This is how we bring the 10 Forces into practical marketing work. They help us frame the offer with greater care. The campaign then gives us evidence to examine, learn from and use in deciding what to do next.