The “ladder” we talk about most with work is the career ladder. That’s no doubt important, but that ladder has become less and less relevant in recent years as people job-hop more to get better salaries, startups are founded all the time, etc. Now the “ladder” you want to focus
The common way companies look at “go to market” You develop a product (or minimum viable product) or service idea. Now you need to start making money from it. So you go hire a salesperson, probably based on their geography, career history, or experience within your industry. The thinking goes
Digital is great. We love it. Who doesn’t love some Google Ads and some email list segmentation and some social media usage? It’s a great way to reach people and research prospects. It’s awesome! But, the sheer fact is … you will never replace face-to-face interaction, especially in sales. We
“Anybody can benefit from our solution!” This is a common refrain in sales discussions. It makes sense because, to a less-established salesperson, it feels like a way to cast a wide net and get lots of prospects to convert quickly. It makes your solution seem like it can do anything.
So: you see the German market as potentially lucrative to enter, because it is. You’ve been starting to strategize and figure out the “secret sauce” to winning DACH business when a really basic question hits you, seemingly too late in the game: Do you need to speak German? Now you’re
If you’re never heard the term “nearshoring,” it’s the process of getting work done in neighboring countries instead of your own. Usually this refers to software development. A big problem in DACH is a tech skills gap. By some estimates, DACH is about negative-1 million on the tech/IT roles it
We hold this truth to be self-evident: Most (OK, all) for-profit businesses want to make more money. If you price higher, you can do that. But oftentimes companies are reluctant to price higher, fearing customers will flee to a competitor. In what contexts could you consider pricing higher? We’re here