Key considerations when adapting a B2B SaaS ICP to Spain

When B2B SaaS companies expand internationally, a common assumption is that the ICP that worked in markets like the US or the UK will work equally well elsewhere.

Sometimes that is true. Sometimes it is not.

Spain is an interesting case because it sits somewhere between highly mature SaaS ecosystems and markets where software adoption has historically been slower or more uneven. Many Spanish companies evaluate software in very similar ways to companies in US/UK markets. At the same time, the structure of the business landscape and certain economic and cultural dynamics can influence how buying decisions are made.

This does not mean Spanish companies behave in a fundamentally different way. The same buying patterns exist everywhere. What tends to change from one market to another is how frequently those patterns appear.

This article does not attempt to provide an exhaustive study of the Spanish market. Instead, it highlights some practical factors that may be worth considering when evaluating whether an ICP built for US/UK markets fits the Spanish B2B environment.

The observations discussed here are based partly on publicly available data about the structure of the Spanish business landscape and partly on my own experience working with companies of very different sizes and sectors in Spain over the past 25 years.

What an ICP really captures: dominant buying patterns

An Ideal Customer Profile (ICP) is often described in terms of firmographic characteristics such as industry, company size, revenue or team structure. Those variables are useful, but they are only part of the picture.

In practice, an ICP also reflects assumptions about how companies buy. For example, many SaaS ICPs implicitly assume things like:

• buyers actively compare several tools
• teams run trials or demos before committing
• decisions are supported by explicit ROI calculations
• internal processes for evaluating vendors are relatively structured

These assumptions often come from the environment where the SaaS company originally built its go-to-market strategy. In many US/UK SaaS ecosystems, those behaviors are common enough that they become the default model behind the ICP.

The question when entering another market is not simply whether similar companies exist, but whether the same buying patterns dominate among those companies.

Do you actually need to adapt your ICP for Spain?

Not necessarily. In some cases, the ICP that works in US/UK markets translates well to Spain. In others, the companies you target may look similar on paper but behave somewhat differently during the buying process. And sometimes the profile of the companies most likely to buy may shift altogether.

In practice, three situations tend to appear.

When the same ICP works well

There are cases where the ICP designed for US/UK markets works almost unchanged in Spain.

This tends to happen when the product targets highly digital users or teams that are already used to evaluating and adopting software independently. Examples often include developers, designers, product teams or digital marketing teams.

Products with strong product-led adoption can also experience fewer differences between markets, especially when individual users can start using the product without significant organizational risk.

When the buyer profile behaves differently

In other situations, the companies you target may be the same type of organizations, but the buying process may involve slightly different dynamics.

For example, companies may rely more on references, require more reassurance before switching systems, or take longer to evaluate vendors.

In these cases, the ICP itself may remain valid, but the assumptions about the buying process behind it may need to be adjusted.

When the ICP itself changes

Sometimes the companies that respond best in Spain are not exactly the same ones that formed the original ICP.

Differences in company size, decision structures or digital maturity can shift which types of organizations are most likely to adopt the product. When this happens, it may make sense to revisit the ICP itself rather than only adapting the sales or marketing approach.

Structural characteristics of the Spanish B2B market

Some differences between markets come not from culture but from the structure of the business landscape itself. Spain has several characteristics that can influence how companies evaluate and adopt software.

The following points highlight some of the structural aspects that often shape B2B buying behavior in Spain. They are not exhaustive, but they help illustrate why an ICP designed for US/UK markets may sometimes need adjustment.

The weight of SMEs, micro-companies and freelancers

Spain’s economy is heavily dominated by small businesses. A large proportion of companies are micro-enterprises or small SMEs, and there is also a significant number of freelancers and self-employed professionals operating as one-person businesses.

According to Spain’s National Statistics Institute (INE), more than 95% of Spanish companies have fewer than 10 employees, which helps explain the strong presence of micro-businesses and freelancers in the Spanish economy.

This can affect several aspects of SaaS adoption:

• available budgets for software
• internal capacity to evaluate tools
• willingness to experiment with new systems

It also means that many potential buyers operate with smaller teams and fewer specialized roles than similar companies in US/UK markets, where mid-market companies tend to be larger and more structured.

For certain types of SaaS (particularly tools used by marketing, design or digital professionals), freelancers and very small teams can represent an important part of the potential user base.

Family ownership and centralized decision-making

Many Spanish companies, particularly SMEs, are still family-owned or closely controlled by a small leadership group.

As a result, purchasing decisions can sometimes be more centralized. Instead of passing through several layers of specialized managers, the final decision may rest with one or two senior figures in the organization.

This can simplify decisions in some cases, but it can also mean that trust in the vendor or perceived risk becomes an important part of the process.

Digital maturity and SaaS adoption

Digital maturity varies significantly across sectors. In areas such as technology, e-commerce, or digital marketing, SaaS adoption can look very similar to what you see in the US/UK markets.

This uneven digital maturity has also been highlighted in several European studies on digital transformation. Reports such as the European Commission’s Digital Economy and Society Index (DESI) consistently show significant differences in digital adoption between sectors and company sizes.

In other sectors, however, companies may still rely on older systems or long-standing vendors. This can make switching software less common and adoption cycles slower.

The key point is not that Spain is “less digital”, but that the level of SaaS maturity is more uneven across industries.

The role of advisors, consultancies and intermediaries

In some segments of the Spanish market, external advisors play a significant role in technology decisions.

Accountants, consultants, industry specialists or IT providers may influence which tools a company considers, especially when the internal team lacks the time or expertise to evaluate multiple solutions.

For SaaS vendors, this means that influence may sometimes come not only from inside the organization but also from trusted professional networks around it.

Cultural and economic factors influencing SaaS adoption in Spain

Beyond the structure of the business landscape, cultural and economic dynamics can also influence how companies evaluate and adopt software. Understanding these local factors is critical when defining how to sell software, as it requires adjusting your messaging to address specific risk perceptions and decision-making styles.

Again, these should not be interpreted as rigid rules. Similar patterns can be found in any country. The difference is simply that some of them may appear more frequently in certain segments of the Spanish market.

Trust and reputation signals

In many purchasing decisions, trust in the vendor plays an important role. This can come from several sources: previous relationships, recommendations from peers, well-known brands or references from other companies.

In some cases, the vendor’s perceived stability or reputation may carry significant weight, especially when the buyer feels they lack the expertise or time to evaluate multiple alternatives in depth.

Risk perception and switching costs

Changing core business software is often perceived as risky, particularly in smaller companies where the operational impact of a failed implementation can be significant.

As a result, some organizations may prefer solutions that appear stable, proven or widely used, even if more innovative alternatives exist.

Price sensitivity in small companies

Because many Spanish businesses operate with relatively tight margins, recurring software costs are often evaluated carefully.

This does not mean companies are unwilling to invest in software, but it can lead to behaviors such as longer use of free tiers, greater attention to pricing structures or slower adoption of new tools.

Relationships vs purely analytical evaluation

In some situations, personal relationships or trusted recommendations may influence decisions alongside more analytical evaluation of features and ROI.

For example, a company may choose a vendor recommended by a trusted advisor or consultant, or one with whom they already have a professional relationship.

At the same time, it is important to remember that many companies, particularly in technology-driven sectors, follow highly analytical evaluation processes similar to those seen in US/UK markets.

How buying behavior often differs from US/UK markets

Because of the structural and contextual factors described above, SaaS buying behavior in Spain can sometimes follow slightly different patterns than in US/UK markets.

Again, these are tendencies rather than rules. Many companies behave in very similar ways across markets. The difference is often in how frequently certain dynamics appear.

Decision cycles and validation processes

In some sectors, companies may take longer to evaluate new software. Decisions may involve more internal discussions, additional validation steps or informal consultations with trusted contacts.

In smaller companies, the process can also depend heavily on the availability and priorities of the person who ultimately makes the decision.

The role of references and local credibility

References from other companies, particularly local ones, can play an important role in building trust.

In practice, this means that case studies, testimonials or examples from companies operating in Spain may carry more weight than generic international references.

Vendor stability and perceived risk

For some buyers, especially in smaller organizations, the perceived stability of the vendor can influence the decision.

Questions such as whether the company will still exist in a few years, whether support will be available in Spanish, or whether the tool is widely used in the market can all help reduce perceived risk.

Loyalty and long-term vendor relationships

Another pattern that sometimes appears is relatively strong vendor loyalty once a tool is adopted.

If a solution becomes embedded in daily operations and works reliably, many companies prefer to keep using it rather than switching frequently between alternatives.

This can slow initial adoption, but it can also lead to long-term customer relationships once trust is established.

Typical differences between Spain and US/UK B2B SaaS markets

The differences described above do not apply equally to all companies. However, certain patterns tend to appear more frequently depending on company size. The table below summarizes some typical contrasts that SaaS vendors often observe between Spain and US/UK markets.

Why ACV and GTM model change everything

One important aspect that often receives less attention in discussions about ICP adaptation is the role of ACV (Annual Contract Value) and the associated go-to-market model.

The impact of market differences often depends heavily on the price level and complexity of the product.

Low-ACV SaaS

For products with relatively low ACV, adoption often relies on self-service models, free trials or product-led growth.

In Spain, this approach can work well when targeting digital professionals or small teams already accustomed to adopting tools independently. However, in some SME segments, companies may remain on free tiers longer or require clearer immediate value before upgrading to paid plans.

Mid-ACV SaaS

For SaaS products in the mid-range ACV segment, a hybrid model combining marketing-driven demand with sales-assisted conversations often works well.

Companies may be willing to invest in software that clearly improves operations, but they may also expect demonstrations, explanations or guidance before making the decision.

High-ACV SaaS

For higher-value enterprise solutions, the dynamics often resemble traditional consultative sales processes seen in other markets.

However, relationships, trust and local references can play an important role in gaining access to decision-makers and moving opportunities forward.

In these cases, partnerships with consultancies, integrators or industry specialists may also become an important part of the go-to-market strategy.

How to evaluate whether your ICP fits the Spanish market

When entering Spain, the key question is not simply whether companies matching your ICP exist. In most cases they do. The real question is whether the buying behavior assumed in your ICP matches the way those companies actually make decisions.

A useful starting point is to look at how opportunities evolve once you begin engaging with the market. Certain signals can suggest that the ICP may not fully match the local dynamics.

For example, you may notice that:

• deals take longer than expected to move forward
• buyers rely heavily on references or external recommendations
• decision-makers are different from those assumed in your original ICP
• the companies showing the strongest interest are smaller or larger than expected.

These kinds of signals do not necessarily mean the ICP is wrong, but they may indicate that some of its assumptions need to be revisited.

In practice, a few questions can help clarify whether the ICP aligns well with the Spanish market:

• Who typically initiates interest in the product?
• Who ultimately legitimizes the purchasing decision?
• How much independent evaluation do buyers perform before contacting vendors?
• How important are references, recommendations or existing relationships?
• Are the companies showing the most interest similar to the ones defined in the original ICP?

Answering these questions often reveals whether the main challenge lies in the customer profile itself, in the assumptions about the buying process, or in the go-to-market approach used to reach those companies.

In some cases, the conclusion may be that the ICP works well and only minor adjustments are needed. In others, it may become clear that the companies most likely to adopt the product in Spain differ from those targeted in the original market.

How ICP adaptation affects your go-to-market strategy

If the dominant buying pattern differs from the assumptions behind your ICP, the impact usually appears not only in the ICP itself but also in the go-to-market strategy.

In many cases, the customer profile may remain broadly similar, but the way those customers are reached, convinced and onboarded may need to change. In other words, adapting an ICP for Spain is rarely about changing the type of company you target. More often, it is about understanding how those companies actually evaluate and adopt new software.

Sales motion

In markets where buyers evaluate tools independently and move quickly through trials, a strongly product-led or self-service sales motion can work very well.

In Spain, this approach can still work in many segments, particularly with digital professionals or technology-driven companies. However, in other segments, buyers may expect more guidance, demonstrations or conversations before making a decision.

This can lead to a slightly more sales-assisted motion, even when the product originally grew through PLG in other markets.

Messaging and trust signals

If trust and perceived risk play a stronger role in the decision process, messaging may also need to adapt.

For example, buyers may respond more strongly to:

• local customer references
• concrete case studies from similar companies
• visible signals of stability and support
• examples of long-term customer relationships

These elements can sometimes carry as much weight as feature comparisons or product specifications.

Channels and partnerships

In some sectors, especially those dominated by SMEs, partnerships with local advisors, consultancies or service providers can also influence adoption.

These actors may already have trusted relationships with potential buyers and can help introduce or validate new tools.

As a result, the ecosystem around the product (not only direct sales and marketing) can become an important part of the go-to-market approach.

Demand generation

Demand generation strategies may also require adjustment. In markets where buyers actively research and compare tools online, content marketing and product discovery channels can drive significant inbound demand.

In Spain, these channels can still work well, but in some segments they may need to be complemented with more relationship-driven activities, such as industry events, partnerships or professional networks.

The key point is that adapting the ICP often implies reconsidering not only who the ideal customer is, but also how those customers typically discover and adopt new software.

Conclusion

Adapting an ICP for Spain does not necessarily mean redefining your target customer entirely.

In many cases, the same types of companies exist and face similar problems to those in US/UK markets. The difference often lies in how decisions are made, how risk is evaluated or how trust in a vendor is established.

Because an ICP is essentially a simplified model of the buyer profile and buying behavior that most often leads to successful sales, even relatively small differences in those dynamics can influence how accurate that model is in a new market.

For some SaaS products, the ICP developed in US/UK markets will translate almost perfectly to Spain. For others, certain assumptions behind the ICP (particularly around buying behavior) may need to be reconsidered.

Understanding those differences does not require rebuilding the ICP from scratch, but it does require observing how the market actually behaves and being willing to adjust both the ICP and the go-to-market approach when necessary.