“I worked with Forabilis on Panaya’s Account Based Marketing campaigns. From planning through execution, the Forabilis team demonstrated exceptional marketing expertise. Their professionalism, commitment, and flawless execution made this campaign a huge success, and I would recommend them to any company looking to drive strategic growth.”
Company
Panaya
Industry
Enterprise Applications
Challenge
A strong enterprise product was being understood as a narrow patch automation tool.
What changed
The story shifted from operational automation to security readiness.
Impact
Renewal rates rose from ~7% to ~40%
The new positioning helped support multiple seven figure enterprise deals
Panaya had already built something valuable. The platform helped large enterprises manage patching across complex environments, reduce manual work, and keep critical systems up to date. It solved a real problem, and it solved it well.
But the market was hearing a much smaller story.
Panaya was showing up as a patch automation tool. Accurate, yes. Powerful enough, no. That framing placed the product in an operational bucket, the kind buyers appreciate but do not always prioritize. It made Panaya sound like a tool for working faster when the bigger issue for enterprise teams was exposure, vulnerability, and system resilience.
That gap between what the product did and what the market understood started to show up where it mattered most. Renewal rates were hovering around seven percent.
The problem was never just the product story. It was the business consequence of telling the wrong one.
The turning point came from looking at the product through the customer’s risk lens instead of the company’s feature lens.
Patch automation is not just an operational efficiency play. In an enterprise environment, it is deeply tied to security posture. Delayed patches create openings. Poor patch governance increases exposure. The real value of keeping systems current is not simply that teams save time. It is that organizations stay prepared, protected, and more resilient.
That insight changed the way Panaya needed to speak.
The repositioning moved the company from a patch automation story to a security readiness story. Instead of leading with the task, Panaya could lead with the outcome. Instead of sounding like a useful operational tool, it could enter a more strategic enterprise conversation around reducing risk and maintaining readiness across critical environments.
Nothing had changed in the product itself. But the market now had a much clearer way to understand why it mattered.
This was not about changing a headline on the website and hoping for the best. Once the positioning shifted, the new message had to carry through everything Panaya put into market.
Messaging frameworks were reworked. Sales narratives were aligned around security priorities. Account-based marketing campaigns targeted strategic accounts with a clearer and more relevant story. Marketing and sales began speaking in the same language, toward the same commercial goal.
That kind of consistency matters more than teams often think.
Enterprise buyers do not piece together value from isolated touchpoints. They build conviction when the same message keeps making sense from one interaction to the next. A campaign says one thing. A sales conversation reinforces it. A follow-up asset deepens it. Over time, the story starts to stick.
That is what began to happen for Panaya.
The company stopped sounding like a tool for patching workflows and started sounding like part of an enterprise security strategy.
Once buyers understood Panaya in that broader context, the commercial picture changed.
Renewal rates climbed from roughly 7% to about 40%. The new positioning also helped support several seven figure deals, opening the door to larger enterprise conversations and more strategic buying dynamics.
That is what strong positioning does when it is grounded in truth. It does not decorate the product. It gives the product the commercial language it needs to compete at the right level.
Panaya did not need a reinvention. It needed the market to see the full value that was already there.
A lot of B2B companies assume growth problems start with pipeline, product gaps, or campaign performance. Sometimes the issue begins earlier, at the level of market understanding.
If buyers place you in the wrong category, every downstream motion gets harder. Renewals suffer. Sales cycles drag. Strategic value gets flattened into functional value.
Panaya is a strong example of what happens when that problem gets solved properly. By reconnecting the product to the business priority it actually served, the company created a stronger market position and a stronger commercial outcome.
Sometimes the biggest unlock is not changing what the product does.
It is changing what the market thinks it does.
A strong product can still get stuck behind a weak market story. If that sounds familiar, let’s talk about how to reposition your company for stronger growth.
Link copied!
