Enquirer Consulting Group

Reachable Buyer Map

Prepared for Badr Darik · Contentsquare · United States · August 2026
This is the map. It counts the United States only, and it is deliberately the layer beneath the enterprise names that everyone in experience analytics already works: companies large enough to run a transactional site and a digital team of their own, small enough that one conversation settles the decision. In this market, first contact usually happens through published material aimed at practitioners, which reaches the people already reading about the category and is silent about the rest. This page is the rest: the segments, who signs inside each one, and roughly how many companies sit there.
Retail chains and consumer brands
The segment where a change in the storefront shows up in a revenue number the same week. Big enough to run a digital team, small enough that the decision does not need a steering group behind it.
Who signs: VP or head of ecommerce, director of digital, head of conversion, VP of marketing. At the smaller end, the chief marketing officer directly.
3,000 to 3,500
US retail and consumer goods employers at 250 people or more
Online-first sellers and marketplaces
Registered as sellers rather than as retailers, so they sit outside the retail codes above and get missed by anyone filtering on retail alone. Smaller by headcount, faster to decide, and the segment most likely to already run something and be open to replacing it.
Who signs: Head of ecommerce, director of growth, product lead for the storefront, head of analytics.
1,400 to 1,600
US employers registered as electronic shopping and mail order sellers; roughly 500 of them carry 20 or more people on the payroll plan
Banks, insurers and financial services
Longer to sell into and slower to sign, and the segment where a broken journey is a compliance conversation as well as a revenue one. Self service is a cost line the board already watches, which tends to mean the business case is half written before you arrive.
Who signs: Head of digital channels, director of self service, head of customer experience, and the chief information officer on the platform decision.
4,000 to 5,000
US finance and insurance employers at 250 people or more
Travel, hospitality and passenger transport
The category where the direct channel is a strategic fight rather than a marketing preference, because every booking that goes through a third party carries a cost the operator can name to the penny. That makes the direct site a board asset and an easy internal argument.
Who signs: VP of digital and distribution, head of the direct channel, director of ecommerce, chief customer officer.
2,200 to 2,800
US accommodation employers that file a benefit plan; airline and travel service groups sit above them in a much smaller layer
Telecom and connected service providers
A small count of very large companies, with self service, upgrade flows and account apps carrying volume no other category matches. Long cycles, but the seat that owns the journey is unusually easy to name from outside.
Who signs: Head of digital care, director of self service, VP of online sales, head of product for the account app.
2,800 to 3,100
US telecommunications carrier and network service employers; roughly 130 of them carry 500 or more people on the payroll plan
Automotive brands and their retail networks
Worth being straight about a limit. The deciding seat sits at the brand and at the agency beside it, not at the plants, and brand-level marketing structure is not recorded in any public employer register. So this is a short, high-value list built name by name rather than pulled.
Who signs: Director of digital marketing at the brand, head of owned channels, ecommerce lead for parts and accessories, and the agency team on the build.
Roughly 40 to 60 brands
at national level, sitting on top of about 2,400 to 2,800 US vehicle and parts manufacturing employers; counted separately and not added into the total
Public sector and regulated services
State, county and city agencies run some of the highest traffic services in the country, and almost none of them appear in the employer data the rest of this page is counted from. Said plainly rather than guessed at, which is also part of why the segment stays underworked.
Who signs: Digital services director, head of the citizen portal, service owner for accessibility, chief digital officer.
No employer register
reached by agency and by name, one at a time; the difficulty is the reason the segment stays open

Where the openings are

1
The counted segments come to 13,400 to 16,000 US companies. The recognizable enterprise names inside them number in the hundreds, and they are the ones every vendor in this category already knows by heart. Everything underneath is the same buying problem at a smaller scale, and it gets reached only when somebody in it goes looking first.
2
The buyer here is a role, not a company. Head of ecommerce, director of digital, product lead for the storefront. Those seats turn over often, and a new one almost always reopens the question of what the team runs. A channel built on named roles catches that moment. A channel built on published material waits to be found at it.
3
Two of these segments cannot be bought as a list, and that is the point. Brand-level structure in automotive, and who actually owns a public sector service, are not recorded anywhere public, so both are built name by name. The work is slow enough that most of the market skips it, which is exactly what leaves the segment open.
4
This is a distribution question rather than a proof one. The category has plenty of evidence and plenty of published material behind it. The machinery that puts a message written for one real person in front of several thousand of these named roles on a schedule, and records what comes back, is a build, and most firms in this category never make it. That is the part we build, and we hand it over when it works.
Built from public federal registry data covering US employers that file a benefit plan, current to the 2024 filing year. Counts are banded deliberately. Workforce bands use plan participants as a headcount proxy, so they indicate scale rather than an exact staff count. Owner-only and very small employers are not published in this data. Segment codes are self-reported. Brand structure in automotive and ownership of public sector services are not covered by that register and are described rather than counted. It describes the market rather than your business, and there is nothing to buy at the end of it.
ENQUIRER CONSULTING GROUP
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