Enquirer Consulting Group

Reachable Buyer Map

Prepared for Rodolphe Roux · Les Cousins · August 2026
Here is the map, and it starts with France. An assembler sits between two markets that never reach each other: the established company that wants the innovation, and the scale-up that wants the account. Both sides have to be found, and they are found in completely different ways. This page covers the corporate side in France and the near border, who signs inside each band, and roughly how many companies sit there. It describes the market rather than your business, and there is nothing to buy at the end of it.
ETI, the French mid-market, 250 to 4,999 people
The band an assembler model fits best. Large enough to have real transformation budget and real legacy systems, small enough that one conversation with the top of the house settles it. Frequently family controlled, frequently industrial, and almost never approached by anyone who is not already known to them.
Who signs: the directeur general, the deputy or executive committee member who owns growth, the transformation or systems director, and at family groups the owning shareholder.
5,800 to 6,400
French companies in the intermediate size band
Large enterprises headquartered in France
The only segment with a named function whose job is to take this call. Open innovation offices, corporate venture arms and digital factories all exist here, which makes the door easier to find and the queue behind it longer. Slower to sign, larger when they do.
Who signs: chief digital officer, head of open innovation, corporate venture director, business unit managing director.
250 to 300
companies at the largest size band with a French head office
Upper PME, 50 to 249 people
The layer directly beneath the ETIs, and the largest population on this page by an order of magnitude. No innovation function, no digital office, no committee. The founder or the CEO is the entire buying process, which makes the sale short and the targeting unforgiving.
Who signs: the founder, the CEO, the associate director, occasionally a single operations or systems lead.
23,000 to 28,000
French companies in the 50 to 249 employee band; a minority will ever be a fit, which is why the filtering matters more than the volume
Family holdings and privately controlled groups
Small by count and unusually valuable, because one relationship reaches several operating companies at once. Worth being straight about the limit: ownership structure is not published in any usable public register, so this group cannot be filtered out of the wider market from public data. It is identified one company at a time.
Who signs: the group president, the family office director, the group managing director, the chief of staff.
No separate public register
identified individually rather than counted; the difficulty is precisely why the segment stays open
The near border extension
French speaking Belgium, Luxembourg and western Switzerland run the same mid-market structure, the same language and a similar appetite for outside innovation, with far fewer intermediaries competing for the same seat. The most obvious widening of the map that does not require a new proposition.
Who signs: the same seats as the French mid-market: managing director, transformation lead, owning shareholder.
1,500 to 2,500
companies at 250 people or more across Belgium, Luxembourg and Switzerland as a whole; the French speaking regions are a subset of that count
The scale-up side, your supply
Your other market, and a genuinely separate motion. This side is enumerable, publicly visible and moves fast, which makes it the easier of the two to work at volume. It is also the side where being late to a company costs you the company.
Who signs: the founder or CEO, the chief revenue officer, the head of partnerships, the country manager entering France.
800 to 1,200
French technology companies at 50 people or more, inside a much larger funded population of several thousand

Where the openings are

1
Two markets means two channels, and most groups only ever build one. The corporate side and the scale-up side buy for opposite reasons, on opposite timelines, and cannot be reached with the same message or the same list. Whichever of the two a network already covers, the other one usually gets worked by hand.
2
The band that fits you best has nobody whose job is to receive the call. Below the largest companies there is no innovation office and no corporate venture inbox, so the approach either lands on the directeur general or it lands nowhere. That is a targeting problem rather than a positioning one, and named-role outreach is the only thing that solves it at scale.
3
A community selects for the people who already found you. It is the strongest warm base there is and it has a ceiling built into it, because it is silent about every company that has never heard the name. Between 5,800 and 6,400 mid-market companies sit in the segment above. The share of them inside any one network is small, and the rest are not unqualified, only unaware.
Built from public market data covering France and near border Europe, counts banded deliberately. Size bands follow published statistical definitions rather than headcount at a point in time, ownership structure is not covered by any usable public register, and companies are counted at group level where the data allows and at site level where it does not.
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