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?
If you want to grow a business, what do you typically need to do? Basic ways: Increase revenue from core products/services Enter new markets or verticals The first one is hard because at a certain point, unless you’re asking people to repurchase every year (Bloomberg terminals, etc.), there’s a saturation
We tend to talk a lot about brand, and the power of brand, and we can recall notable brands and their logos very easily. Apple is a major example. NIKE is another one. Google, etc. We all know the “big players” branding-wise. But there’s also a case to be made
I’m in B2B consultative selling for the past 18 years. For 9 years I run a boutique sales agency for software and services companies that want to enter and work the DACH market (Germany, Austria, Switzerland). After all those years and different projects, let me summarize my very own, personal
We bring matching B2B customers from Germany, Austria and Switzerland to international software and services companies.
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