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Should you cast your net where the big fish swim?

Berkonomics

But for most, the true sign of success and potential for even more is in the landing of a major account, one that validates the pricing, quality and competitive advantages of a company’s offering. For this reason alone, it makes sense for most of us to aim high once we have worked the kinks out of our offering with smaller customers.

.Net 156
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Recurring revenues: Oil or glue?

Berkonomics

Management undertakes a simple exercise of calculating the increased profitability of shutting down all R&D, sales and subordinate operations, and universally notes with shock the high net profit that results – from shutting down all operations except customer service to recurring customers (as in software support operations.).

Sales 296
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article thumbnail

Cast your net where the big fish swim.

Berkonomics

But for most, the true sign of success and potential for even more is in the landing of a major account, one that validates the pricing, quality and competitive advantages of a company’s offering. For this reason alone, it makes sense for most of us to aim high once we have worked the kinks out of our offering with smaller customers.

.Net 235
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How big is your ocean? A lesson in TAM, SAM & SOM

Berkonomics

This insight is like a Hans Christian Anderson parable, but aimed at you and your business… There are big fish and small fish, potential customers, all swimming in the sea that is your potential marketplace. You, the lonely fisherman, must weave a net to catch your fish. TAM, SAM & SOM? How about if you have no competitors?

.Net 156
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Cast your net where the big fish swim.

Berkonomics

But for most, the true sign of success and potential for even more is in the landing of a major account, one that validates the pricing, quality and competitive advantages of a company’s offering. For this reason alone, it makes sense for most of us to aim high once we have worked the kinks out of our offering with smaller customers.

.Net 166
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What is the real goal for our management and company?

Berkonomics

Often, we joke together as managers of companies or of people that our goal is “world domination” or “to crush the competition.” But that is a number in a vacuum without at least two other measures: return on investment (ROI) and percentage of net profit to revenue. The three measures of progress. Comparing ourselves to the giants.

Company 156
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How to make your recurring revenues oil and not glue

Berkonomics

Management undertakes a simple exercise of calculating the increased profitability of shutting down all R&D, sales and subordinate operations, and universally notes with shock the high net profit that results – from shutting down all operations except customer service to recurring customers (as in software support operations.).

.Net 226