Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
What do you do after 2 years of...
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What do you do after 2 years of... writing daily emails? You keep writing. You revise what you thought and wrote. You do an inventory of the common subjects. You think clearer. And deciding where to focus is like a revelation. What's the YOU from 2 years ago that would benefit from the YOU from now? What would you tell them? |
Rod Aparicio
Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
When you find a budget protector (one who sees costs as the core, efficiencies in the systems, how to spend less in order to gain more), no matter what you do, you won't make a case of how you're creating value for them and their organization —and pay accordingly. It'll be a battle for how to pay the least possible. Their driver is reducing costs. Everything that involves getting money out of the pocket is a expenditure. When you find them, look for the one in charge of value creation to be...
Business model. New business model. Revenue model. 3 different things that might overlap, and are not the same. Business model: how your business operates and the results it makes. New business model: how you get new deals. Revenue model: how you make money and where to find it. Missing the point and clarity on how they all work (together and intertwined) guarantees that your business will be out. It's not rocket science.
When you and your prospect are about to talk price, just drop the grenade —and shut up. The one who breaks the silence is the one who will give more concessions. Let them struggle with the price and give them space to ask for guidance.