Your business planning process is important. Think about it like this: if you’re an entrepreneur (or an intrapreneur), how do you successfully get your product onto the open market? It’s through a process. All the great company stories — and individuals — have one. (And yes, many times the first part of
“All type of companies can benefit from our offering. Actually we can work for all of them!” Oftentimes, entrepreneurs can worry that focusing on a niche market means they are aiming too low or trying to be too small. That’s actually not the case. It’s opposite. Let’s look at this
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 needs to be successful
Buying Is About Losing The Status Quo but how to move them along the buyer journey? There are three situations in any sale: Situation A: The customer buys from your competitor Situation B: The customer buys from you Situation C: The customer does nothing, so basically stays with their current
We’ve talked before about channel sales not being great for new markets. That can vary a little bit by industry, but in general channel partners have a great reach but are best for high-volume, low-margin business. Complex solutions really isn’t something you want channel for. Within this discussion is a
We hold these truths to be self-evident: There are great products, and great markets, but is the market always ready for the product? Absolutely not. In fact, we have a personal business story about just this topic.
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
“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.
This is a question many in sales struggle with: if you have a strong brand domestically and are beating some international brands on your own turf (“home field advantage,” if you will), can you compete with them in other markets? Should you?
Selling to early adopters is easier than you think. Honestly! So as you work on a go-to-market strategy — which you absolutely need to do — start with the early adopters if you are in a non-commodity business. Why?
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