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They are tasked with “getting deals done” so they race around talking to tons of potential partners inking anything from channel sale deals , product integration, international distribution agreements, co-marketing arrangements, M&A discussions, etc. Here’s how it goes: You have a business development group with two people.
Do casestudies and gather customer testimonials, as well as build relationships that lead to advocacy, loyalty, and word-of-mouth support. You won’t need the multiple follow-ups and time to close new sales. Build a marketing plan with deliverables and metrics. Talk to real live customers in addition to marketers.
Thus I was pleased to see my own insights covered in a new book, “ Why Startups Fail ,” by Tom Eisenmann, a Harvard Business School professor, who has mentored many more entrepreneurs, and authored more than a hundred HBS casestudies from real-world startups.
These authors present 20+ years of research, including casestudies and metrics, showing how culture really makes or breaks your business. In addition, most business knowledge, such as the reason for a lost sale, is subject to interpretation. A positive culture of trust is required to neutralize uncertain feelings.
” Casestudies get done with ebullient CEO’s espousing the benefits of said software even though their organization was barely using the product. ROI studies were published. Work with customers on business cases (for internal use) and ask for casestudies (for you to publish in marketing).
Through advertising or direct sales, these sites harvest intent. Instead of making a few dollars per sale and hoping for thousands of sales, you sell to only a few customers, and charge much higher rates. First off the two prezis and then the casestudy material (i used ERPLY as inspiration). Tech support is sales.
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