the easy stuff can be hard (to agree on)

writing this post feels stupid. how could potential clients not understand their own business fundamentals? unfortunately, i’ve been a part of a few companies and heard stories from countless more that would struggle with what appears easy. businesses need to have clear, well-defined kpis and a go-to-market strategy that accentuates the value proposition your customers are looking for. it requires flexibility from you and your team, because your go-to-market strategy will need to evolve as the world changes, your customers want something different, and/or your competitors do something that forces you to alter course. there are plenty of companies, both big and small, that can’t pull it off. it never hurts to ground yourself and your team, and start from the beginning:

step 1: in one (boring) sentence, tell me what your business does.

“my consultancy helps growing b2b tech companies establish a dynamic pricing strategy that is rooted in solid go-to-market strategy fundamentals.”

i probably could do better here and make it sound more exciting, but this sentence is my north star. it keeps me on task and helps me remember what i’m doing and why so i don’t get lost in any rabbit holes.

step 2: define your value proposition.

“most of my prospects and clients have the people and talent to craft a great pricing strategy, but it’s a cross-functional problem (sales, marketing, product) that tends to lack coordination and collaboration. esperanto growth strategies operates as a pricing appendage, taking on both the analytical and collaborative pieces of what it takes to build a pricing strategy.”

i’m defining where i think my company adds value, and why prospects will purchase my service.

step 3: what is your target market (could be flipped with step 2).

“most b2b tech companies between $10m and $100m arr don’t prioritize hiring a pricing and packaging professional, and would consider outsourcing this function.”

simple, straightforward, but probably too broad. as i refine the business model i’ll want to get more specific about who my customers will be.

step 4: understand the competitive landscape.

i’ll pass on disclosing my competitive edge!

step 5: define success metrics.

“in starting a new services-based business, i’d like to understand my most efficient channels for finding clients.”

finding clients for a new business is hard. i have a brand and reputation to develop. this is priority one for me by a mile.

once you’ve figured out the answer to all of these questions, the hard part begins. the main question i will ask, and what i’ve seen companies struggle with the most, is: does everyone (in a decision-making position) agree on the answers to these questions? it’s okay if people don’t agree, but is it creating friction? are people pulling on the rope in different directions? this is where a go-to-market strategy evaluation comes in handy, complete with qualitative interviews of your executive team to support what the data show. alignment around the easy (hard) stuff will make the path toward a great pricing strategy far easier.