As a VP at GE and Director of Product Management at IHS I had my first experience having responsibility for a P&L, and one of the biggest things I learned was the how to use the concept profit levers. When I say profit levers, I am talking about the “levers you can pull” to increase your profit, the things that can impact profitability like cutting costs, increasing prices, decreasing prices to increase units, etc. These concepts helped me understand the options I had when trying to hit (and exceed) my profit targets, and make decisions quickly.
Let us now take this concept of levers and focus it on Growth. In my mind, the concept is very analogous, if we want to drive growth, we can look at the key areas that affect growth we can effect. For the concept of Growth Levers in this post I am going to stay broad, because if we are doing triage for growth we want to start by identifying the broad levers to focus on. Then we can dig into an area to identify more granular levers. With this in mind, we see three key levers for Growth (from tactical to strategic): Sales & Marketing Execution, Product, and Strategy. Let’s take a closer look at each of these.
Sales & Marketing Execution – Sales & Marketing Execution often is the first-place companies look at and address when it comes to growth. Whether it is changing Sales or Marketing leadership, bringing in a consultant to train or help improve execution, add resources, or some other tactics. It is extremely common for companies to focus efforts on improving growth by starting with Sales & Marketing Execution.
Product – Products are the solutions we are selling to our customers. Whether it is a product concept that does not resonate with prospects, competitors with superior features/value, poor customer experience, or something else, product strategy and delivery can have a major impact on growth for the good or bad.
Strategy – Corporate and Market Strategy are the foundation that our Products, Sales and Marketing are all based on. Whether it is not having a clear focus on our Corporate Strategy including core competencies, differentiation and target markets, or lacking definition in our Market Strategy including Market Segmentations, Buyer Personas, Market Opportunities and Positioning, Strategy can have a major impact on the success of a Product, Marketing Campaign or Sales Efforts.
With these areas defined, how do you determine which of these levers you should start with? Often people start the conversation with Sales, but Sales may have valid complaints about the leads (number and/or quality) they get from Marketing or competitive weaknesses in the Product. How do you know where to start?
The simple reality is that if you do not have a clear focused Corporate Strategy and well-defined Market Strategy, Product will suffer and in turn so will Sales & Marketing. It matters not how much budget you through at your Sales and Marketing efforts, if the Corporate and Market strategy are no right your efforts will have minimal return. If you have a product that does not resonate, is overpriced, or has competitive weaknesses, Sales & Marketing cannot overcome these hurdles. Even with a good Strategy, Product, and Sale & Marketing organization, execution is impacted if Marketing is not enabled with the details and context around target Market Segments, Personas and Value Propositions. Sales is not enabled with qualification questions, stories, thought leadership, and tools to help them navigate the sales process efficiently. In turn, too often Sales & Marketing take the fall for something outside of their control.
To determine which of these levers to start with we recommend to our clients two specific activities which both can be done within 30 days. The first activity is a Go-To-Market Data Audit. Specifically, we are looking for the conversion rates from: Campaign to Lead; Lead to Qualified Lead; and Qualified Lead to Closed Sale. Understanding where a hole may be in this process can help identify if it is a Strategy, Product or Sales & Marketing issue exits. The second activity is to complete at least six (6) to ten (10) Win/Loss Interviews. Specifically, we are looking for insight into the perceptions prospects had when they made their decisions, which can help identify product weaknesses or strengths, pricing issues, competitive differentiation and more. When you bring together the campaign-pipeline analysis and the findings from the Win/Loss Interviews you will know which lever you should start with to improve the course of your growth.
If you are trying to figure out which lever you should start with, check out our Market Opportunity Optimization – MO2 offering ( http://www.inventisstrategies.com/mo2.html) where we can conduct a Go-To-Market Data Audit and Win/Loss interviews to understand which Growth Lever to start with, and put an action plan in place to start driving growth.
If you are interested in learning more about how you can apply the three levers of growth to your business, or just want to talk about Go-To-Market Data Audits or Win/Loss Analysis, don’t hesitate to e-mail me at firstname.lastname@example.org. I always enjoy a good conversation about getting to growth.
The “sales funnel” is one of the most commonly used metaphors in business, and it should be one of the first places you go when trying to understand why your company may be struggling with hitting your number and growing.
The concept of the sales funnel has been around for over 100 years, initially popularized by an early advocate of advertising E. St. Elmo Lewis, when he described four key stages of the funnel, Awareness – Interest – Desire – Action, also known as the AIDA-model. It starts wide with Awareness and narrows as you move through each stage.
Any business can start measuring the flow rate through the funnel, and based on this, know where to focus their efforts and address potential issues. For example, if 70% of leads move from Awareness to Interest, but only 10% of leads move from Interest to Desire you must figure out why only 10% are moving from Interest to Desire. Issues at any of these transitions can be a leading indicator to strategic problems, or purely just execution related.
To help you apply this to your business, let us translate each stage and evaluate them as they occur within the sales and marketing process. Through this will discuss potential issues that may be causing growth challenges at each stage.
The Awareness Stage, is where your marketing and lead generation activities occur. The goal of these activities is to generate qualified leads, and/or interest. If you are struggling with conversion rates in your sales and marketing activities (X% of leads moving from Awareness to Interest) this is often a market strategy issue, rather than an execution issue. The three most common causes that make this situation occur are poor market segmentation, poor understanding of the buyer and bad branding/positioning. If you truly “know and understand your customer” as per Peter Drucker famous quote, you will be able to segment a market and focus your go-to-market efforts on a well-defined market segment. When this occurs you are addressing market problems and “jobs-to-be-done” (those tasks the buyer is looking to resolve) that are specific to the buyer’s needs in your segment.
Once you have defined the market segment’s and understand the buyer’s needs, your branding/positioning can be more targeted. If your company is struggling with your conversion rate, instead of focusing on tactical issues, consider a Market Strategy review to make sure you truly do “know and understand your customer” and you can align your efforts around that knowledge. In a Market Strategy Review you engage with existing customers to begin understanding the buyers, the needs they share and characteristics they have in common. This dramatically helps improve the focus of your campaigns using better market segmentation, buyers’ needs and tailoring your message to reflect both.
Upon executing a go to market campaign, a certain number of people will self-identify as having Interest wanting to learn more…something resonated with them. Your next goal is to move them from the Interest Stage (a qualified lead) to the Desire Stage. For the purposes of this example, the Desire Stage is getting the prospect to request a demo or try the product to see what your message claims. What often occurs here is sales explains to a qualified lead conceptually how your organization and solution is going to address their needs. Within this Stage of the funnel your sales have identified a lead with a market problem or job-to-be-done that they are interested in resolving. They present to the prospect your solution that will address said need thus creating desire. Based on the solution concept you present, the prospect then chooses if they want to move to the Desire phase to see your solution in action.
However, if you are struggling with moving people from the Interest Stage to the Desire Stage you may want to consider a Product Strategy review. A Product Strategy Review is about making sure your product fits your customer. It requires engaging with customers to get more context about the type of product or solution that will fit their needs and then reviewing options to define a right-fit solution based on their feedback. This might mean re-thinking your solution in total, or adjusting your description to reflect the language and knowledge the buyer will understand.
If you apply a successful product strategy and succeed, you have now moved the prospects into the Desire Stage. Here they are interested and want to try the product for themselves. From your initial branding/positioning they became interested and when you talked with them about your solution they gained desire, so now it is time for them to gain belief. Here they will demo or trial your product to convince them it meets their needs. If it matches their expectations and needs it will move these prospects into the Action phase.
The steps to get them into the Action phase could be a full-on trial where they use the product or a demonstration where you show them the product or service and walk them through how they would experience it. If you are struggling moving prospects from the Desire stage to the Action stage, you have a Product Execution issue. When you initially told them about your solution, they remained interested, but when they got to use it or see it, they lost interest. This could be a user-experience issue which needs design help, a requirements issue where the needs of the buyer and market segment are not properly defined therefore the product is not a fit, or other reasons to be uncovered. The best way to find out what is preventing them from taking action is through Win/Loss Analysis. Through Win/Loss Analysis you learn more about your buyers, why you are winning deals, why you are losing deals, and the decision-making process the prospect is going through, helping your understand product execution and other issues.
Once you overcome these issues, you can successfully move your prospects all the way through the funnel to the Action stage. They have seen your product, witnessed it work and are ready to talk about a purchase. Here you discuss purchasing terms and pricing which hopefully leads to a purchase. However, If you are struggling to close deals, at this point, the aforementioned pricing and terms could be the reason for a non-sale.
Once again, Win/Loss Analysis is the best way to identify which of these factors are impacting your close rate. Like using Win/Loss to resolve a Product Expansion issue, the same technique is perfect for uncovering pricing, terms or other potential barriers preventing a final purchase. Identifying insights such as “Did the pricing not match the value proposition?,” “Is a competitor underpricing you?,” or “Does a customer need a higher Service Level Agreement?” can be uncovered through this analysis and what you will need to do in order to overcome any of them.
The sales funnel is your in house diagnostic tool. While you may be using it to manage your sales teams or track your analytics it is also the best way to identify what is causing your sales to slump.
So look at your sales funnel as an assessment tool to identify issues:
Lastly do not try to solve a sales funnel issue by throwing more marketing dollars or sales associates at it until you are certain each part of the funnel is working properly and you do not have any of the issues outlined in my blog. Otherwise, you’ll be hurting your profitability and ultimately your company’s growth.
If you are interested in learning more about how you can use funnel analysis to identify where you should be focusing your efforts, feel free to e-mail me at email@example.com. I always enjoy a good conversation focused on helping people improve their performance.
Also, check out our MO2 program where we can pair funnel analysis with win/loss interviews to provide you with a complete understanding of where your challenges are, and what the opportunities are to improve your results - http://www.inventisstrategies.com/mo2.html.
We Talk About Growth, But How Do You Judge If Your Growth is Good?
Over the past two years as we have been launching Inventis Strategies each of us has had many conversations about the importance of revenue growth -- with each other, with clients, with prospects.
We talk about S-curves and hockey sticks. We talk about what do you do when growth slows, stalls or worse. We talk about “lifestyle” companies who do not seem to care about growth, as they are happy with the money they are making.
Through these conversations Inventis decided one market segmentation characteristic we want to focus on is companies that want to grow, more specifically perhaps companies that want to grow but are struggling with achieving that growth.
With that said, how do you judge if a company’s growth is good in comparison to the market or competition (not to be confused with quality or sustainable growth which is more focused on repeatable revenue)?
Is 3% good growth? What about 10%? Or 20% or even higher?
It is those questions I am addressing today, and the first key is to think about context – specifically market and competition.
For a Silicon Valley Start-up in the Y-Combinator Accelerator program, they talk in terms of 5-7% growth per week being a good growth week, 10% being exceptional (http://www.paulgraham.com/growth.html), but for most companies (even technology companies) that is not the right context to judge yourself against. Hell, most companies would be happy with 10% or even 5-7% growth per year, it all depends upon the context of your market and competitors.
If you are in a mature market that is relying on inflation for growth (say 2-3% from price increases) and you are growing at 5-10%, you are growing faster than the market and your growth is good as you are taking market share away from your competitors (the other context).
If you are in a market that is growing 20-30% and you are growing at 5-10%, the market is growing faster than you and your competitors are taking more market share.
Let us get back to the question at hand – is my growth good? To answer that question, you need to be looking outside your own numbers. How fast is the overall economy growing (GDP) or how fast is the economy in your region growing? If you are keeping up, or better yet outpacing the economic growth that would be a good sign. How about your market, is your market growing faster than the economy? If so, that should be your judge. The data may be more difficult to get, but industry associations and governments can be a source for this information. Are you able to track your key competitors? Can you tell if you are growing faster than them? These factors determine if your growth is good or not, and only you can decide if you are OK growing at the market or economy rate, or if you want to grow faster.
With all of that said, let us look at something tangible to set a benchmark for growth. Every year Inc. Magazine publishes the Inc. 5000 – a list of the 5000 fastest growing companies in the US (the list for 2017 is found here - http://www.inc.com/inc5000/list/2017/. I did some math and calculated the Compound Annual Growth Rate (CAGR) needed over three years to make the list.
To make the top 100 of the list you would have needed a 3-year CAGR or 240% - that is amazing growth and is up from 223% from the 2016 list.
To make the top half of the list (#2500), the 3-year CAGR needed was 34% - still amazing growth – and to make the list at #5000, the 3-year CAGR needed was 12% - which is 4 or more times the growth of the US economy as a whole. (both were the same in the 2016 list)
Can your company grow fast enough to make the list, or fast enough to grow faster than the economy? Of course, any company can if they want to, so the next question is how and that depends on multiple factors. How mature is your market? What is the competitive dynamic of your market? Do you have adjacent markets that you could grow in? Are there more ways that you can provide value in your current market?
If you want to learn more about our thoughts on growth check out our other blog posts or our white papers on Growth at http://www.inventisstrategies.com/growth-strategies.html
If you are interested in exploring these questions and seeing how you can have good growth at your company, don’t hesitate to e-mail me at firstname.lastname@example.org. I always enjoy a good conversation about getting to growth.
The global consulting firm McKinsey just released their book “Strategy Beyond the Hockey Stick” and introduce the concept of the Power Curve of Economic Profit and how to beat the odds in your strategy.
I am a fan and user of multiple models that McKinsey created (GE-McKinsey Portfolio Model, 7-S Framework) and as they are the McKinsey of strategy consulting (see what I did there) I always like to see what they are talking about so I checked out their article “Strategy to beat the odds” (http://bit.ly/2HeadUj) to learn more.
The core concept they talk about is the Power Curve of Economic Profit (the curve looks like the one in this picture - source McKinsey).
The Y Axis is the Average Economic Profit of a company and the X-Axis is company percentile based on performance – those with low Economic Profits (losses actually) are the bottom 20%, those with average Economic Profits (not much profit) are the middle 60% and those with high Economic Profits (very high) are the top 20%. What they found is that on a year to year basis, 8% of those companies in the middle are able to push their way into the top 20%, but that 14% of those companies fall into the bottom 20%.
Interesting statistics, however realizing this is focused on $1B+ companies it would be interesting to see how this plays out for the middle market. One big take away for me is that no matter where you are on the Power Curve, you have a chance to move up (or down) and that is based on three key things, your companies Endowment (access to resources, cash, debt), Trends of the industry (realizing industries and geographies have a big impact on profitability) and Moves you make.
Now Endowment is hard to control, especially if you are hunting giants – they tend to have more Endowment than small companies, but the good news is Endowment is only one area that impact success. Also, how you spend what you have, becomes very important. Allocation of your resources based on Trends and Moves is key.
Since Endowment is the hardest one to control lets focus on Trends and Moves.
Trends is where I see companies being able to differentiate themselves. The better market insight and foresight you have, the better you can predict and react to Trends leading to your success. Building and strengthening your Market Sensing capabilities is key for this. Talk to customers in your market (yours, your competitors, non-customers), talk to customers in new markets, read about the markets, understand leading indicators, analyze internal data. So many things you can do to get ahead of the Trends and catch the “tailwinds” as McKinsey says.
Next is Moves and McKinsey identifies five moves: Programmatic M&A, Resource Re-Allocation, Capital Programs, Industry Leading Productivity and Differentiation. As I am not a Corporate Finance or Productivity Guru I will leave the Capital Programs and Industry Leading Productivity for someone else (if you want suggestions e-mail me).
Programmatic M&A is a great strategy for growth and to add profits, and if you have the resources to fund it (stock, debt, cash, investors) inorganic growth can quickly change your Economic Profits, though it also has risks. Key is having a defined strategy for the M&A and executing within that strategy. Build this strategy based on the trends you identify through your Market Sensing Activities.
Differentiation is hard, but valuable, and also comes from your Market Sensing activities. Once you know and understand what your customers value, need and their motivations for buying, you can now develop products that are differentiated and leverage this to drive organic growth and profitability. Remember Market Driven companies are 31% more profitable than self-centered companies, they are the ones who constantly conduct Market Sensing activities (George Day “Market Driven Organization” 1999).
Finally, Resource Re-Allocation or maybe just Resource Allocation which is likely more relevant if you don’t have the Endowment needed place the right bets. I recommend to all of my clients that they should score all of their opportunities based on multiple factors (strategic fit, value proposition, ROI, etc.) so they can allocate their resources on those opportunities that score the best. Oh yeah, these opportunity scores need to be based on market data – Objective – so again back to Market Sensing. I also like to have my clients get strategic about growth and identify the opportunities that have the best chance of success based on Market Maturity, Market Dynamics, Competitive Landscape and Market Position (where I thought McKinsey was going with that title, but they didn’t).
The key thing to know is that you can move to the Top 20% (or stay there), it starts with knowing and understanding the market and translating that knowledge into inorganic and organic growth strategies and allocating your resources on the strategies that have the best chance of success for you and your company.
If you are interested in learning more about how you can increase the odds of success for your strategy through Market Sensing capabilities that give your foresight on Trends, help M&A strategies and target lists, create products with differentiation and allocate your resources based on objective opportunity scoring, feel free to e-mail me at email@example.com. I always enjoy a good conversation about the strategy and McKinsey models.
Also, check out our MO2 program that can help jump start your market knowledge and help you identify M&A strategies with targets and opportunities for differentiating existing and new products - http://www.inventisstrategies.com/mo2.html.
And, check out our Growth Strategy Action Workshop where we can help you focus your growth strategy on the 1-3 growth opportunities that have the best chance of success - http://www.inventisstrategies.com/gsaw.html.
I have a lot of things I point to as to how I became so focused on being market driven, on engaging with your customers and markets to drive strategy and execution. Dr. Bither at Penn State started me on Drucker and the importance of “strategic marketing.” GE (my first job after getting my MBA) reinforced it, as did my own success practicing market driven processes, and then eventually I found my way to Pragmatic Marketing. That said, I recently came across one of my favorite TV commercials ever, and I now think that my market driven ways started even earlier.
The commercial is a United Airlines commercial from 1990 (I believe) and is about a company being fired by “one of our oldest customers” because they had lost touch with the customer as interactions changed from in person (handshake, face to face) to remote (phone call, fax), and then he hands out tickets to everyone on the team to have face to face chats with every one of their customers. You can see the advertisement here:
Now this advertisement does not say if these are sales people, consultants, advertising execs, accountants or anything else (I always assumed some sort of services company, but that is just me), but where it resonates with me is in terms of strategy and products – the “strategic marketing” concepts I learned from Dr. Bither and by reading Peter Drucker, and the NIHITO (Nothing Important Happens In The Office) from Pragmatic Marketing.
I talk to a lot of executives and business owners (from the local business to Private Equity owners) and it never ceases to amaze me how many companies have lost touch with their customers and market. The scary part is how many of them are not even aware of it until “one of their oldest customers” fires them. It is an easy trap to fall in to especially in this digital connected world where text, email and big data can is removing the human connection, but it is just as easy a trap to get out of or prevent all together.
How do you do that? Talk to your customers and the entire market in a non-sales, non-support conversation, and when I say the entire market, I mean everyone you think could be your customer – your competitors customers, your lost prospects, and those non-customers who you think would want your product but haven’t bought from you or your competitors.
If you want to get started, segmentation is key as I have never seen a company with more resources than they needed. I advise companies to think in terms of a spiral (Fibonacci)– start in the middle with your own customers (especially your oldest customers) and talk with them about what they value, their unmet needs, changes they see, and what is most important to them, it might not be specific to your business but you might be able to help.
Talk with your new customers and repeat/renewal customers and learn why they selected you, find out what they believe is the value you bring, and your differentiation. Then start moving out from the spiral by having conversations with the prospects you lost, understand why they did not chose you, what unmet needs they have you were unable to meet. Then move out with the spiral again, to people you think should be in your market (buying from you or your competitors) and are not. Have a conversation about why they are not buying, what are their priorities, what do they value. Then extend to an adjacent market segment and then another, continually growing your knowledge and understanding of the customers and markets that you can serve to grow your business.
This knowledge and understanding is critical, it is what your corporate strategy is built from, it is what your market strategy is built from, your product strategy, and it is this knowledge and context that enables your product delivery organization to design and deliver a remarkable product that meets all of their needs. It also directs your marketing and sales people to reach the right customers with the right message to drive sales.
This is my passion, I loved doing it as a product and strategy person, I love doing it today helping our clients, and I love helping companies and their people build these capabilities so they never lose touch with their customers and markets.
If you have lost touch with your customers and market and need help, or if you are simply interested in learning more about how you can engage with your customers and the market to build your knowledge and understanding feel free to e-mail me at firstname.lastname@example.org. I always enjoy a good conversation about the power of being market driven.
You may have read my recent blog Differentiate Your Customer – Market Segmentation” [link] where I talked about using the concept of differentiation on your customers and markets for market segmentation. While writing that blog I realized I could write a different blog with the same title focused on how we can help our customers differentiate themselves in their customers’ eyes. If you can achieve this, you have a good chance of turning your relationship from a transactional vendor to a partnership. Not a bad place to be.
So how can you help differentiate your customer in their customers’ eyes? I see two key ways you can do this – supplying a component of their product that makes their product better or enhances their value proposition (I call this Direct Differentiation, as your product is part of the product they are buying), or providing a service, solution or product that helps enhances the customers experience (which I call Indirect Differentiation). That being said, the more you expand your definition of a product to include experience, the lines between these can blur.
Let’s start by talking about Direct Differentiation, which always makes me think of the old BASF advertisement – “We don’t make the products you buy, we make the products you buy better”
They make the cooler-cooler, they make the blues-bluer, etc.
Is your product used by your customers to make their product? If yes, how can you improve your product to help your customer differentiate the end product? You need to make sure you are talking to their customers, understand what they value and then use that knowledge to improve your product or create a new product. This is something a lot of companies who supply through OEMs (Original Equipment Manufacturers) neglect, they listen to their customer (the OEM) and not the end customer. The OEM may be focused on their view of the overall market need, but often do not have full insight into the specific need or value that your product provides. Therefore, be an expert on the needs and value your product addresses to both your direct customer and their customer and enhance your product and differentiation to benefit both groups needs.
When looking at Indirect Differentiation, there are many ways this can be realized. Does your product make it easier and quicker to diagnose and repair your customers product? If so, you are enhancing their differentiation. Does your product make it easier for your customers to manage customers or sales online? Again, you are enhancing their differentiation. Does your product increase their speed to market, decrease installation time, reduce cost? Differentiation, Differentiation, Differentiation. As I mentioned earlier, if you are providing Indirect Differentiation to your customers, maybe you should help them understand the value in expanding the definition of their products to focus on the overall experience. The product is not just the piece of equipment, it is the reduced time to get it installed and operating, it is the reduced downtime due to advanced troubleshooting tools, it is the reduced cost of production due to less wasted materials. One area where this works great is with “so called commodities”. How do you differentiate a commodity? Through experience. Do any of your customers play in crowded markets with commodity products or services? If so, start trying to understand the end customer and what motivates them and what they value. Perhaps by doing this, you can help your customers differentiate themselves and separate from the competition with value that is truly desired by the end customer.
Oh, and one last thing, when you operate in this way, do you know what you are doing in your customers’ eyes? Differentiating yourself. Nice how that works.
If you are interested in learning more about how you can Differentiate Your Customers in their customers’ eyes and how you drive growth through your own differentiation feel free to e-mail me at email@example.com. I always enjoy a good conversation about the power of market segmentation.
When I was teaching Business Marketing at both Kean and Rutgers Universities one of my favorite mantras I would teach my students was “Differentiate or Die” which I of course got from Jack Trout’s book of the same name.
What Trout talks about in the book, and what I was trying to ingrain in my students is that as a company takes a product to market, they must differentiate themselves from their competition, hopefully through something the customer values. The concept of differentiation is essential to your business and your products, and you would be hard to find people who do not understand the concept, even if they may not have differentiation in their product or company.
In this blog I want to take a different approach to Differentiation, perhaps using the fairly common knowledge of differentiating your product or company and applying it in an area where I see many companies struggle – customer and market segmentation. Just like we want to be differentiated in our customers eyes, we need to realize that we have to apply the same concept to our customers and the markets we play in. Not every customer is the same and we need to differentiate them. Can we identify characteristics, motivations or needs that differ within our customer base? [Hoping everyone is saying Yes!] Then let’s start differentiating our customers. Let’s differentiate them into groups that are similar, have similar needs and motivations, and have different groups for other customers that have their own similarities.
This is the key concept around market segmentation – understand the differences in your customers and markets, group your customers and markets into segments that are similar, and treat these different segments differently. If you have a segment that is motivated by price and a different segment that is motivated by service levels, you should have different products, prices, or channels for those different market segments. You may even have different branding and positioning. Acknowledging these differences in your customers and taking action to treat different segments based on what drives them is key. It will improve your company, your results and the value proposition for your customers.
So how do you get started? Here are my three favorite ways to start:
If you are interested in learning more about how you can Differentiate Your Customers into Market Segments and how you can then leverage those segments to build and execute successful strategies feel free to e-mail me at firstname.lastname@example.org. I always enjoy a good conversation about the power of market segmentation.
Stay tuned for my other take on Differentiate Your Customers – Help them add value to their customers.
Insights into building great products and choosing the right markets to grow.