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Digital Marketing

Four Strategies to Achieve Omnichannel Success

Four Strategies to Achieve Omnichannel Success

Modern entrepreneurs, myself included, have grown to realize the value of having omnichannel presence for their business. Making this move is essential to compete in the modern retail landscape and to create a sustainable business model that meets the needs of customers.

When you successfully integrate online and offline sales channels to create a cohesive customer experience across different touchpoints, your business becomes optimized for growth. You’ll also be in a better position to overcome unforeseen commerce crises, such as black swan events like a global pandemic.

Now when I say “omnichannel,” I’m not just referring to the practice of selling in multiple channels (which is what you should definitely be doing). It’s also about meeting customers in their platform of choice and making sure that you deliver a consistent brand experience.

Managing different facets of your business across every touchpoint can be challenging. It requires a holistic approach to sales channels, marketing and advertising, operations, and shipping and fulfillment — the pillars that make up the omnichannel success.

1.   Identify Your Sales Channels

Sales channels are the platforms where consumers interface with your brand. That could be through ads, website forms or chatbot, e-commerce sites, social media, or offline channels (eg. retail and pop-up stores).

When I develop an omnichannel sales strategy, the first thing I do is identify the channels where my customers are present. Then I figure out the best ways to market through those channels so I can set my business up to gain more traffic, sales, and loyal customers.

My experience as an entrepreneur has taught me firsthand that putting all your efforts in one sales channel at the expense of others isn’t wise. This can cause problems for your business when that channel suddenly becomes unavailable. However, that being said, spreading yourself thin over every possible sales channel in an effort to diversify is also not the best solution.

Instead, train yourself to choose the right sales channels for your business — this is the foundation of a strong omnichannel strategy. With the right mix of channels, you can expand your customer reach, increase awareness for your brand and offers, and ultimately, increase your revenue.

To make sure that you’re choosing the right sales channels, you need to know who your target customers are. Analyze the data you have from your existing channels (eg. your website, online store, and social media pages) and look for common factors among your audience. These could be details like the time and day when they engage or buy more, which platforms your audience spends a lot of their time and money on, and what products or services they purchase most often.

1.   Develop and Implement Marketing and Advertising Strategies

Marketing and advertising play an important role in driving brand awareness and sales to your business. In fact, 87% of shoppers now begin their product searches online. This consumer behavior is something you can leverage for your business.

Omnichannel success is more attainable when you deliver what your target audience needs at their current stage in the buyer journey, and you meet them in the right touchpoints. You can achieve this through strategic marketing and advertising.

One of the most valuable things I learned from my business is that I need to make an effort to create a specific marketing and advertising strategy for each sales channel I have. So this is the same advice I’ll share with you. Be purposeful and intentional in what you deliver, as our goal is to meet the specific needs of the consumers we’re targeting.

Take note that the more marketing channels you have, the more complex your campaign management and budget allocation can become. You also have to consider the ever-changing algorithms of the platforms you use. That’s why it’s important to have a dedicated marketing and advertising team, and to invest in the right tools that will help you reach your goals.

2.   Optimize Your Operations

An accurate, reliable, and connected operational process is key to an efficient, end-to-end omnichannel approach. Your product catalog data and inventory should always be aligned, and each sales channel must reflect these accurately, along with the shipping information (turnaround time and cost).

If you want to have efficient and optimized operations, you need to automate your systems, integrate your processes, and create a streamlined workflow for your business.

Invest in software solutions that allow integration and give you complete visibility over multichannel inventory. Take it from one entrepreneur to another — it really makes your business easier to manage.

For instance, using a listings solution, you can automate your product publishing to new sales channels, optimize the product content you show for each channel, and unify order management. With an inventory and order management system, you can manage complex workflows around order routing, inventory, shipments, and procurement, as well as support third-party logistics solution integrations.

3.   Strengthen Your Shipping and Fulfillment Capabilities

To complete your customers’ experience and succeed in your omnichannel efforts, ensure that your entire operations is able to properly support every step of the buying process, including shipping and fulfillment.

If you think that shipping logistics are challenging, you’re not alone. One study revealed that 53% of retailers identified shipping and order logistics as a significant challenge.

If you’re leaning towards providing in-house shipping and fulfillment, make your work easier by using a shipping software that provides customers with delivery options and takes care of calculating shipping costs. There are also third-party logistics solutions available for outsourcing which handle everything from inventory management, warehousing, and fulfillment.

Other omnichannel strategies worth looking into are:

  • Creating an excellent mobile experience for your customers
    • 57% of consumers say they won’t recommend a business with a poorly-designed website on mobile
  • Providing self-service options for your customers — Organizations realize the advantages of automated customer self-service, so they’re now investing in virtual customer assistant (VCA) or chatbot technology across engagement channels.

As you plan for and navigate the omnichannel sphere, always keep in mind that your goal is to deliver a satisfying customer experience. Remember, a seamless and convenient customer journey leads to conversion.

Expanding to new channels drives growth for your business, but to ensure that you manage them all well and gain ROI from each one, you need a comprehensive plan that addresses each omnichannel pillar. The four tips I shared with you will help you create a unified channel strategy that meets the needs of your customers at the right time and place.

Always be Prepared

Let’s talk about how we can use omnichannel to bring even more success to your business.

SEND A MESSAGE

About Jeev

A serial entrepreneur with a rich history of launching disruptive online businesses and taking them to the top, Jeev owns dozens of “go-to” reviews and rankings websites. Jeev has invested more than 20 years researching human behavior and how to leverage different sales methodologies to effectively influence decision-makers.To find out how Jeev can help you, visit jeevtrika.com.

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Sales

Strategies I Apply to Maximize Networking

Strategies I Apply to Maximize Networking

Networking is a powerful tool because it gives you private information, access to various skill sets, and power. A broad, deep, and diverse network give you more opportunities in your lifetime. Because salespeople must constantly meet new people and connect disparate groups together, it gives power and influence once you earn it. The richness and reach and the diversity and breadth are what networking is all about.

But networking is not just in trade shows, events, or industry conferences. It can be anywhere— while getting your coffee, waiting in the lobby of a hotel, even inside an elevator on your way to another client. But only great salespeople can convert casual, coincidental, or impromptu conversations into sales conversions. It takes tactical and strategic moves and a lot of preparation and practice to nail down transitioning from small talk about sports and weather to clients signing purchase orders and engagement letters.

There are five phases we go through whenever we meet people. What we do in these five phases determines how we maximize networking for sales. I want to share the strategies I apply to get the most out of every networking opportunity using expert moves that transition you from the first phase to the last.

Preparation

When we think of networking, we immediately know that the first move is talking to someone. But what’s more unfamiliar is how crucial the “how” is when we talk to someone.

Think of it this way. If you’re attending a 2-hour industry event of a hundred people, and you are sure that five out of that hundred is the person you are looking for to make a sale, what steps do you take to make it easy to identify them within those two hours?

You might check if there’s an attendee list available for you to peruse so you can review names and job titles. Maybe you’ll also see if there’s an event hashtag where you can stalk people who post, hoping to find the sales leads you need. You’ll get familiar with their face, and then it’s easy to look for them face-to-face.

But it’s not all the time that you can prepare for networking. You have to be ready at all times, in all places, while being persuasive, influential, and powerful. How do you find the exact person you’re looking for, especially if it isn’t a scheduled event?

The five phases below teach you how to do that, even without preparation.

First phase: The Small Talk

When you’re in an event with the intention of networking, the best way to meet people is to simply walk up to them and make small talk.       It’s easy to introduce yourself, ask them how they are, or talk about the weather or sports. But keep in mind that small talk is the window where you can design the exact conversation you want to have. Remind yourself if you’re in the event to have fun or to work, because if it’s the latter, this first step is essential.

How I do it is by starting with a simple question. “Hi, I’m Jeev. How are you?”

Naturally, they will reply to answer your question and ask it back. When they do, I can lead the conversation where I want it to be. The formula is to use one or more of the following:

  • Say you find your work fun
  • Say you are a positive person
  • Say you are busy

These three strategies are more likely to generate the conversation you want to have. Instead of saying “I’m feeling great,” I can make it more insightful with something along the lines of “I’m feeling great, I’m working on three interesting projects right now, and I’m having fun.” It prompts the second phase of this networking strategy where your prospect asks, “So what do you do?”

Second phase: Sales Trailer

In movies, aside from your favorite actors, you get hooked when you watch the trailer. It’s a short sneak peek at what you can expect from the entire movie. It makes you curious, and it teases you on what it’s about or what happens next. The same logic applies to networking. Your sales trailer is your answer to the question, “what do you do?” This is the part where you need to stand out and breakthrough.

As salespeople, we shouldn’t answer this with a sentence that immediately ends the conversation. It should be the complete opposite. It must be interesting enough that they want to know more.

  • Say something that piques curiosity
  • Say what you do that is benefit-oriented
  • Say what you’re looking for

Instead of saying “I work in marketing” or “I am a salesman,” you can give a little bit of an edge to transition you to the third gear. “I run a company called Project Sales, and we help companies optimize their online presence for more organic traffic that generates qualified leads.” It can also be “I’m the sales director for a marketing automation company, and I’m looking to make the next industry disruption for the most interesting marketing tech company I can find.”

Third phase: Differentiator

The question I want them to ask next is, “what does that mean?” The goal is for my sales trailer to be like a movie trailer. I make them want to know more.

This third phase is now your time to share exactly what sets you apart from similar products or services. You tell them a little more about what you do and shift the conversation next to qualifying if they are the person you’re looking for among the lot.

  • Say what makes you unique
  • Say what your competitors or the general industry are doing wrong (without namedropping)
  • Say how you think your product or services can create a valuable impact

In other instances, I want them to ask, “what are you looking for?” because if they are curious, it transitions me immediately to the fourth phase, the qualifying stage.

Fourth phase: Qualifier

If you’re at an event with a limited duration, then you want to talk to the right people, so you find the five among the hundred who attended. This is when I ask impact questions that let me know if they are the people I need to network with to close a deal. Questions such as “How do you think about sales right now in your company?” or “how do you find the current marketing automation industry?” will lead me to determine if they are the kinds of people who would influence the decision of purchasing my products or hiring me for my services.

If you hear about “I’m not into sales, I’m a programmer” or “I don’t think about those kinds of things.” Then you know they’re not the person you’re looking for, and you shouldn’t be getting into a full-blown conversation with this person. This should trigger your exit strategy.

During small talk, I usually insert in the conversation that “I’m actually here for work and would love to meet many different people. I’m sure you’re the same way.”

This insert creates the door to my exit strategy.

I can stay in the conversation for a little bit to wrap up, then transition to “It was great chatting with you. As I mentioned earlier, I’m looking to meet a lot of people today, I’m sure you’re the same way, and I don’t want to keep you.” Then bid my polite goodbye and move to the next conversation and start again on the first phase.

The fifth phase: Exchange

If you find the needle among the haystack, the common mindset is to stay as long as possible in that conversation to make the sale. Wrong.

What I do in this phase is another exit move but turning it into something more actionable. “I do believe we have a lot to talk about! How about I get your business card, and I’ll send you an email first thing tomorrow to schedule a call or a meeting with you to discuss this further?”

Once I get that business card, this is followed by “It was great meeting you, but as I mentioned earlier, I’m here to meet many people. I’ll shoot you an email tomorrow and we can definitely get back where we left off.”

If you found one person among the five people you need to find, you still have four more and need to continue to network until you find that person. You don’t stay with them because it’s almost impossible that you can close a deal on the spot without ironing out all the details, and those take time. You’re in the event to network, and the more you move along from conversation to conversation, the more likely you are to find the right person you’re looking for.

These networking strategies take practice and expert moves to master. The key is to prepare your answer for each phase so you’re not put on the spot, and you can transition to each stage and each conversation smoothly and efficiently.

Sounds interesting? Let’s talk about how we can put these strategies into action for your business.

GET IN TOUCH NOW

About Jeev

A serial entrepreneur with a rich history of launching disruptive online businesses and taking them to the top, Jeev owns dozens of “go-to” reviews and rankings websites. Jeev has invested more than 20 years researching human behavior and how to leverage different sales methodologies to effectively influence decision-makers.To find out how Jeev can help you, visit jeevtrika.com.

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Sales

Preparing to Make a Sale: The Competitive Talking Points I Use

Preparing to Make a Sale: The Competitive Talking Points I Use

Part of the sales process preparation phase is getting ready to talk about the competition. I discovered that this is practically an unavoidable topic when I’m having initial conversations with potential customers. As salespeople, it’s our job to be ready for this type of conversation at a moment’s notice.

So how do you prepare to talk about your competitors? You need to have talking points for each one of them.

Over the years, I’ve observed that a lot of salespeople are unprepared to talk about the competition. They either attempt to avoid it or talk about their competitors at such a high level that they fail to provide the key differentiators the customers are looking for. Worse still, there are salespeople who resort to disparaging the competition.

If we don’t prepare competitive talking points, we fail to draw a clear distinction between the solution we offer and what our competitors offer.

The Competitive Talking Points Outline

I wanted to be able to talk about the competition with my customers, so I learned and mastered the Competitive Talking Points Framework. It’s designed to leverage your knowledge of the competitors, and to enable you to deliver it with skill and discipline. Every company creates a competitive analysis, and it’s something that we as salespeople should be familiar with.

Here’s a good outline to follow when you’re creating your competitive talking points:

  • Recognize your competitor’s strengths. You can also cite specific examples.
  • Provide key insights on what makes you different from your competitor (eg. what your solution focuses on compared to theirs).
  • Invite the customer to evaluate their needs.
  • Share the solution that you offer. If it’s not what the customer needs, give them valuable advice on the solution they should pursue.

Now let’s put this framework into action so we can deliver high-value competitive talking points:

“Company XYZ is one of the best in the industry when it comes to traditional and out-of-home advertising.

Where we are different is that we focus on helping B2B and technology companies with their digital marketing by offering consultative services and creating strategies and campaigns around our clients’ specific goals.

As you think about your current needs, if you lean more towards traditional advertising, you should definitely be talking to the folks at Company XYZ.

But if you’re looking to explore more ways how your business can grow through digital marketing, then we sure hope that you consider us.”

The Competitive Talking Points Framework

Now let’s unpack the three principles that make up the Competitive Talking Points Framework, and I’ll share with you how to practice each one of them. First, let’s look at the aspect of Discipline.

  1. Do not disparage the competition
    You should never find yourself doing this, as it’s unnecessary and it’s simply not a good practice. It’s always better to take the high road. I learned that it’s important to stay vigilant on this, as it’s possible to get caught off guard by a comment that implies you’re better than your competition. If we’re not ready to answer that, we might say something that comes off as criticism of our competition.

Being ready at a moment’s notice to talk about the competition allows us to elevate the conversation and stay above the fray.

  • Take control of the situation
    When we prepare ourselves for a conversation about our competition, we avoid becoming reactive. Rather, we’re able to take control of the situation.
  • Determine if the competitor is a better fit within that moment
    We can use this opportunity to qualify or disqualify a potential customer by determining whether the competition is indeed a better fit. While this would be bad news, we’ll be better off finding out now than wasting more time with a buyer who’s just going to go to the competition.

Now let’s look at the Knowledge facet of the framework — what you should learn before facing a customer.

  1. The competitive landscape 
    The framework requires us to have a solid understanding of our company’s competitive landscape and where each competitor plays.
  • Your competitors’ strengths and weaknesses
    We also need to know what our competitors are good at and where they need improvement. However, you’ll notice that in our example above, the weaknesses are not mentioned. Rather, we focused on the competitor’s strengths.

Why? This goes back to mindset. As salespeople, we should want our customers to make the best decision, and they can only do that when they’re objective.

Sometimes, our competitors are simply a better fit for their needs. Our job is to figure that out fast, so we don’t waste any time. The Competitive Talking Points Framework allows us to close or let go of a deal faster when we share what we know about how the competition might solve a customer’s challenge. Then we can draw a key distinction between our approach and our competitor’s, all while remaining positive and consultative.

The framework helps us build trust quickly because we’re simply stating the relative positioning of the competition and letting the customer decide what’s important to them.

Lastly, let’s examine the Skills required to use this critical framework.

  1. Listen to the customer’s needs and concerns
    Start by listening. You must listen closely to what the customer is saying, where their needs are greatest, and what their concerns are.
  • Ask the right questions
    You should also know how to ask the right questions so you can:
  • Test assumptions
  • Discover other needs
  • Determine priorities
  • Understand the role of other possible stakeholders

Once we have listened and asked the right questions, we’re more able to, at a moment’s notice, use the framework to focus our capabilities on the things that matter most to the customer, and differentiate those capabilities against the competitor’s strengths.

Mastering the Competitive Talking Points Framework takes tons of skill and practice because you need to be able to do it in real time. It’s part of the preparation phase of the sales process because you can know the framework in advance, and then use your skill and discipline to take charge of that conversation.

What the Framework Does

The Competitive Talking Points Framework allows us to build trust, credibility, and confidence by demonstrating to each customer that we not only know the competitive landscape, but that we respect our competition as well. And that we can speak intelligently and concisely about each competitor in a way that’s focused on the customer’s needs.

Going on Offense

Once you’ve learned and practiced your competitive talking points, the expert move is to go on offense. Rather than wait for the customer to bring up a competitor, why not lead?

Are you throwing an unnecessary wrench into your sales process by doing this? Quite the opposite, actually. As salespeople, we should assume that our customers are also evaluating our competitors. And we should take the lead in bringing them into the conversation.

How might this look in practice? Let’s take our example from earlier:

“Based on what you have shared with me, I got the impression that you are more familiar with traditional advertising.

You may have heard of Company XYZ, as they are one of the best traditional and out-of-home advertising agencies.

Where we are different is that we focus on helping B2B and technology companies with their digital marketing by offering consultative services and creating strategies and campaigns around our clients’ specific goals.

As you think about your current needs, if you lean more towards traditional advertising, you should definitely be talking to the folks at Company XYZ.

But if you’re looking to explore more ways how your business can grow through digital marketing, then we sure hope that you consider us.”

May I know where digital marketing is on your priority list?”

What Going on Offense Does

Going on offense is an expert move. So what does it do for us?

  • Demonstrates our proactiveness
    We are demonstrating that we’re unafraid of the competitor by bringing them into the conversation proactively.
  • Shows our care for our customer’s needs
    If you’ll notice in our example above, even though we went on offense by bringing up our competitor, we also showed genuine care about tackling our customer’s real needs.
  • Builds trust
    By taking the lead in talking about our competitors, we are building trust in the process. With expert moves like this, we become a trusted advisor. 

Are you integrating risk into your sales process by mentioning a competitor? Maybe. But remember this: the credibility we gain by focusing on the customer’s real needs far outweighs the risk of bringing competitors into the conversation. So, we should not be afraid to be proactive on this topic.

Always be Prepared

You never know when your competitors might come up in your sales conversations, or when you might need to take the lead in talking about them. It’s always best to be prepared by having a clear understanding of your competitive landscape and by mastering the Competitive Talking Points Framework.

Let’s talk about how we can put these competitive talking points into action for your business.

SEND A MESSAGE

About Jeev

A serial entrepreneur with a rich history of launching disruptive online businesses and taking them to the top, Jeev owns dozens of “go-to” reviews and rankings websites. Jeev has invested more than 20 years researching human behavior and how to leverage different sales methodologies to effectively influence decision-makers.To find out how Jeev can help you, visit jeevtrika.com.

Categories
Sales

How I Filter My Target Market to Sell Better

Businessman holding red dart push on target. Business strategy planning success target goals. Business development concept

How I Filter My Target Market to Sell Better

I have built many different disruptive online businesses over the course of several years. I put in long hours of research, market study, strategy, and finetuning for each company I built.

One thing I realized in doing so is how important filtering my target market is to sell better. Because at the end of the day, regardless of how much time you allotted in development or how much of a killer your product or service is, it isn’t worth anything if no one pays for it.

Introducing my offering to people is a lot more than the number of reach and impression I get. It will only matter if I’m reaching the right people.

Pains and gains are a big factor in doing this. The Vitamins and Painkillers Sales Tool is a great start to becoming a high-performing salesperson. Narrowing my target market makes it easier for me to tighten my messaging. Suppose I try to communicate with multiple audiences, in that case, it will dilute the message because the language I use and the angle I take may not apply to all. For example, how you talk to the Products lead will be very different from talking to the Chief Operating Officer. Their problems and priorities are different from one another.

Refining your filters by challenging

It’s easy to say that my target markets are Fortune 500 companies or CXOs. But there’s a lot more to know what kind of profile I want to sell to. You want to refine your filters by challenging your filters until you can’t challenge them anymore.

Pick apart your logic or bounce it off someone you trust to help you dissect your target audience further. Instead of letting yourself think that your target market are just technology companies, you narrow it down further so you know exactly how you should communicate with your intended prospect.

You can’t be lazy when filtering your target market. And many salespeople and entrepreneurs get this wrong and get them into trouble.

Don’t let others simply tell you that you did right, instead make it your purpose to do it the right way the first time before you run into missed opportunities and failed pitches because you didn’t.

Filtering my target lets me think about the tiniest details that can get me closer to my goals. Some questions I typically ask myself include:

  • What pain am I helping them solve?
  • Who am I going to talk to within the target company?
  • How long will it take to engage them?
  • How easy will it be to find prospects that fit who I am looking for?
  • Who are my competitors?
  • How do I position my services against these competitors?

Taking the time to filter my targets gives me two immediate benefits: one because it forces me to think through who my actual targets are— people who are living the problem, not just near the problem. It prevents me from wandering off pitching to the wrong people who won’t be affecting the decision-making process. It helps me think concretely about the ultimate pains and gains they can get and makes the whole process faster. Second, it allows me to test my messaging to the same people. When you think of the specific pains you want to eliminate for them or the gains you want to help with for a group of people, it allows you to tighten your messaging. Instead of testing different messaging to different people with different needs and not making sense to any of them, this is the chance to make the messaging more concrete, telling them exactly what they need to hear.

“All things to all people” is one of the biggest mistakes made by salespeople and businessmen. Instead of sending generic details about my services and hope it’s what someone needs, I gain the ability to let them see the value I can do for them better.

Peter Thiel, the co-founder of PayPal, says, “Cast a narrow net and really concentrate on serving those customers… Once you’ve monopolized your own, small market, you can gradually expand into related and slightly broader markets”. And that’s exactly what filtering your target is about.

Selling to customer type

Another common sales territory is through customer type. Say you are selling software that uses artificial intelligence to determine when machines can break down. The pain eliminated by your service is removing the guesswork of finding out when. For gains, you make the processes more efficient and help companies ensure uptime.

Here’s how you may be able to filter it:

  • Filter based on the type of business you want to first sell to.
    The industry you may want to tap first is likely companies that rely on machines for their sales. Such as manufacturing companies who will incur losses when production halts.
  • Filter based on manufacturers running on high volumes.
    Companies that produce high volumes require high uptime reliability.
  • Filter based on high uptime need and high volume.
    This can be Fast-Moving Consumer Goods (FMCG) such as food and beverage companies.
  • Filter based on the team responsible for those requirements.
    In this scenario, this will be the operations or the production department.
  • Filter based on the people responsible within those teams.
    Within the operations or productions department, there will be the reliability or quality assurance responsible in making sure the manufacturing process is uninterrupted.
  • Filter based on specific people who feel the pain of downtime caused by unanticipated failures.
    These can be the people who are responsible in checking those machines regularly.               

Filtering targets when selling to established companies

When filtering based on specific companies, you usually stretch your reach too wide. Suppose I were to market to established companies. In that case, I want to focus on the very people who can influence a decision. For example, if I were to sell a payroll service software and want to target a big manufacturing company, here’s how my filtering can look like:

  • Filter specific to the team involved.
    This can be the human resource division of the company.
  • Filter to the specific team.
    With thousands of employees, the company likely has a specific the department in charge of payroll.
  • Filter to the specific unit.
    Who are the people involved in payroll services who may need this software?
  • Filter to the specific group.
    There may be a task force responsible for handling payroll for the different levels of the company.
  • Filter to the specific person.
    Who am I going to call and sell to? The payroll director or manager.

Filtering targets when selling yourself

Selling yourself is another common thing we all need to do in sales. But when you’re looking for a place to get hired, you filter out opportunities just as much as when you are selling products or services to others.

You know the role you want to go for, maybe a marketing manager or a sales lead. You know why you’re a great fit in the role because you’re a great communicator or a great manager. Your experience and interest are in the technology industry. You want to stay within the general location of New York because you don’t want to transfer to another region. And you want to be in the big league by targeting to join Facebook or Google.

Filtering your targets when selling yourself can go more than that, and here are examples:

  • Filter companies with a specific pain or gain that you can help on.
    Are you the type who gets constant feedback about your communication skills and bridging teams to create harmony? Then it makes sense to look for companies who have this challenge that hinder them from expanding their portfolio.
  • Filter based on which department you want to join.
    If you want to be the marketing manager then it likely belongs to the operations or sale and marketing team. By this point, you still don’t know who to talk to, and that’s what you need.
  • Filter based on the specific unit under that department.
    That may be under the sales team or the marketing operations team.
  • Filter based on the exact role.
    This may include the sales director or the marketing lead who currently feels the pain of miscommunications and the HR manager who wants to gain credibility by hiring a great marketing manager. From this, you can engage with them in the proper messaging, pain or gain to build your case for hiring.

Takeaways

Filtering your targets lets you become more specific in how you engage with your prospects. The more specific you are, the tighter and more concrete your messaging is, because you can show the exact value you can give to them by helping them eliminate pains or reach gains.

If you fail, then it may be a message problem, in which case you can tweak it to be more concrete. Or it can also be a product-market fit problem, where the industry may just not be ready for you yet. That’s when you can pivot to a different set of targets to filter, craft your message, and try again because another industry may benefit from it.

Not sure how to move forward? Let’s talk about how you can do the same for your business.

GET IN TOUCH NOW

About Jeev

A serial entrepreneur with a rich history of launching disruptive online businesses and taking them to the top, Jeev owns dozens of “go-to” reviews and rankings websites. Jeev has invested more than 20 years researching human behavior and how to leverage different sales methodologies to effectively influence decision-makers.To find out how Jeev can help you, visit jeevtrika.com.