![](https://mail.rika.digital/media/yootheme/cache/5d/Cabolo-White-Logo-5d03a785.png)# Finding the right customers before entering the market: how Rika took Cabolo from concept to launch A secure speech-to-text transcription product, and the strategy that found its audience. Vertical - [SaaS & Tech](https://mail.rika.digital/what-we-do#saas-and-tech) Client - [Cabolo](https://mail.rika.digital/what-we-do#Cabolo) Capabilities - [Advertising](https://mail.rika.digital/what-we-do#advertising) - [Creative Design](https://mail.rika.digital/what-we-do#creative-design) - [CX/UX/UI](https://mail.rika.digital/what-we-do#cx-ux-ui) - [Strategy](https://mail.rika.digital/what-we-do#strategy) - [Market Research](https://mail.rika.digital/what-we-do#market-research) - [Naming Strategy](https://mail.rika.digital/what-we-do#naming-strategy) - [Brand Identity](https://mail.rika.digital/what-we-do#brand-identity) - [Go-To-Market Strategy](https://mail.rika.digital/what-we-do#go-to-market-strategy) ## Cedat85 had built a technically distinctive speech-to-text transcription device and wanted to bring it to the UK. They engaged Rika to help them find the right customers. Research showed broad appetite across professional services, financial services and the public sector. Cedat85's instinct was to go broad. Rika's view was that broad reach was the wrong direction. That judgement, made before any marketing investment was committed, shaped everything that followed. [![](https://mail.rika.digital/images/New%20Case%20Studies/Cabolo/Hero-Cabolo.png)](https://mail.rika.digital/images/New%20Case%20Studies/Cabolo/Hero-Cabolo.png) ### The Business challenge Cedat85 had developed proprietary speech-to-text technology through its +VOCE platform and wanted to bring it to the UK. What existed at that point was a technical capability, not a product. There was no name, no positioning, no defined audience and no digital presence. The more immediate problem was focus. Demand for meeting documentation was broad, but broad demand is not the same as a clear opportunity. Without a view on where the product's specific advantage would actually matter, Cedat85 risked entering a new market with an unfocused proposition and spending money finding out the hard way. #### Objectives The primary objectives for Cedat85 were to: **Define the product:** Establish the product in commercial terms, with clear use cases and a position it could own. **Identify the right customers:** Prioritise the buyers most likely to act, before committing to market entry. **Name and brand:** Create a distinctive name and identity that moved beyond a functional description. **Build the digital foundations:** Develop the initial digital presence and supporting materials needed to engage the market. **Plan the go-to-market:** Develop a clear plan covering target sectors, channels and approach. **Test and validate:** Test demand and messaging to confirm the direction before scaling media spend. [![](https://mail.rika.digital/images/New%20Case%20Studies/Cabolo/Cover%203-Cabolo.png)](https://mail.rika.digital/images/New%20Case%20Studies/Cabolo/Cover%203-Cabolo.png) ### Strategy Wide demand is not the same as a clear opportunity. Rika's assessment was that the product's specific technical advantage, processing audio without any cloud dependency, was largely irrelevant to most organisations with a need for real-time transcription, a market already served by mature cloud-based alternatives. It was decisive, however, to a much smaller group: organisations in regulated and high-security environments where conversations are sensitive, accuracy is non-negotiable, and data cannot leave the building. Chasing broad B2B demand would have meant competing on ground where the product had no particular advantage. Going narrow meant entering a market where it had exactly the right one. ### Insights Research confirmed that demand for meeting documentation was genuinely widespread, with 87% of respondents identifying it as a requirement across professional services, financial services and the public sector. But the more telling finding was in the detail. The buyers with the strongest need were not looking for convenience, and were not well served by existing solutions. They were organisations for whom keeping data on-premise was a hard requirement, driven by regulation, security policy or the sensitivity of what was being discussed. That pattern pointed clearly towards a specific type of customer, and away from the broad B2B market. ### Approach **Product definition.** Rika worked with Cedat85 to define the product in commercial terms, clarifying its use cases and articulating where it would be most relevant and why buyers would choose it. **Naming and brand.** Rika led the naming process, working with a specialist partner to develop and evaluate options. The brief was to create something distinctive and not tied to a single function. Cabolo was selected and supported by a visual identity applied across product and communications. **Digital foundation.** Rika secured the cabolo.com domain and built the first version of the website, along with landing pages, product materials and commercial presentations. **Go-to-market planning.** A structured plan was developed covering target sectors, messaging and channels, with regulated and high-security environments as the clear priority. **Market testing.** Targeted campaigns tested messaging and audience response, with findings feeding back into the go-to-market approach. **Test and learn campaigns.** Campaign activity was run and monitored to validate messaging and refine the approach before further investment. ### Creative theme Naming a product nobody has heard of, in a market already dominated by established alternatives, required a line that did more than simply announce the product. "Say hello to Cabolo" was introduced to work across three registers at once: an introduction of a new name, an activation of the product's core function, and a direct instruction to the audience. ### Deliverables - ##### Product definition and positioning framework. - ##### Naming strategy and final product name. - ##### A complete brand identity for Cabolo, applied across product and all customer-facing communications. - ##### Domain acquisition and configuration of Cabolo.com as the product's primary digital home. - ##### A first-version website, designed and built to introduce the product and support early market engagement. - ##### A suite of sales and marketing materials including landing pages, product sheets and commercial presentations. - ##### Go-to-market strategy, covering target sectors, messaging hierarchy and channel approach, with regulated and high-security environments as the priority. - ##### Test and learn campaign, used to validate messaging and audience response ahead of further marketing investment. ### The Outcome Cedat85 entered the UK market knowing exactly who they were selling to and why those buyers would choose them. The work delivered a name, a brand, a digital presence and a go-to-market plan built around the right customers. Today, Cabolo has an established client base and continues to gain traction in the regulated and high-security environments the strategy identified. #### Market focus Rika identified the right customers before Cedat85 committed to market entry, steering the business away from a broad B2B approach towards regulated and high-security sectors where the product's technical advantage was decisive. #### Product definition Cabolo moved from unnamed technical concept to defined product, with a name, brand identity and positioning built around a clear strategic direction and a specific type of buyer. #### Market readiness A complete set of digital and sales assets, including the cabolo.com domain, website, landing pages and commercial presentations, gave the team everything needed to engage the market immediately. #### Go-to-market confidence Cedat85 entered the UK market with a structured plan covering target sectors, messaging and channels, without the cost and delay of having to test their way to a position first. ##### Related projects [ ![](https://mail.rika.digital/images/New%20Case%20Studies/Kensignton/Website%20build/kmc-index-cover.png) Transforming a digital presence to drive business growth and customer engagement for Kensington Mortgages ](https://mail.rika.digital/success-stories/maximising-technology-investment-for-kensington-mortgages) [ ![](https://mail.rika.digital/images/New%20Case%20Studies/Caterham/Hubspot/grid-cover-caterham-hubspot-implementation.jpg) Transforming customer relationships & lead management for Caterham cars with a custom HubSpot Enterprise CRM implementation. ](https://mail.rika.digital/success-stories/transforming-customer-relationships-lead-management-for-caterham-cars-with-a-custom-hubspot-enterprise-crm-implementation) [ ![](https://mail.rika.digital/images/New%20Case%20Studies/DeLonghi/DeLonghi-hero.png) Eight years of digital growth partnership with De’Longhi ](https://mail.rika.digital/success-stories/dl-case-study) [ ![](https://mail.rika.digital/images/New%20Case%20Studies/Lastminute/index%20grid%20-%20Lastminute%20-%20Website%201.png) How Rika simplified content management and removed technical debt for lastminute.com by consolidating three platforms into one, unified corporate website. ](https://mail.rika.digital/success-stories/how-rika-simplified-content-management-and-removed-technical-debt-for-lastminute-com-by-consolidating-three-platforms-into-one-unified-corporate-website) [ ![](https://mail.rika.digital/images/New%20Case%20Studies/Kenwood/Index%20Cover%20-%20Kenwood%20-1.png) Kenwood Kids Club - 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