in my experience someone who programs usually can't sell
hire a marketing expert from your industry
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in my experience someone who programs usually can't sell
hire a marketing expert from your industry
Neil Rackham: Spin SellingEarlier quoted context omitted.
What software do you sell? Mind sharing a link?
It's called reMarkable Connection Utility (RCU). It's an all-in-one management client for reMarkable e-paper tablets that works locally/offline, and lets users escape the manufacturer's proprietary cloud/subscription. Works like an iTunes-for-reMarkable. https://www.davisr.me/projects/rcu/
The best book on selling complex items like software that I have ever known, I got from the best salesperson I ever met: the book is Neil Rackham: Spin Selling
Earlier quoted context omitted.
What software do you sell? Mind sharing a link?
It's called reMarkable Connection Utility (RCU). It's an all-in-one management client for reMarkable e-paper tablets that works locally/offline, and lets users escape the manufacturer's proprietary cloud/subscription. Works like an iTunes-for-reMarkable. https://www.davisr.me/projects/rcu/
SOLD. My biggest gripe with reMarkable
I don't want to talk to salespeople, only product designers, developers, executives, and support staff. They are the people who make the stuff and/or are left holding the bag for the product when the salesperson is jetting off to their next meeting.
Same goes with service contracts for leased business equipment (copiers, postage machines, alarm/security systems) - let me talk to the "support" staff who don't read their own technical bulletins BEFORE I sign so I can decide not to go with a vendor who "requires" full admin rights to my server to manage their copiers.
This doesn't necessarily scale past small-mid size businesses (mine have been up to $20ARR and ~150 people). The occasions I've talked only with sales, there have been broken promises, missed deadlines, and a big mismatch between what we were sold and what we got.
Basically, there's a lot more to sales than just "generate leads." You need to pick a "right-sized" market, tailor the product to the market (but not too much, so you can go after other markets,) and then as you grow, move to bigger markets.
The markets you go after when your company is small are very different than when your company is established. Furthermore, small differences in your product are critical: A tiny feature or option might be critical in a tiny niche that you need to get started; but a completely different feature or option is needed when you're able to target a larger audience.
People only make money reselling the same software/services, and the authoring process is _always_ a loss of time/money (only fools try to optimize fixed engineering/development labor costs)... Note, Microsoft has resold the same product for 30 years, and no one seems to notice. Apple is a pyramid power structure (zero vertical movement for most engineers), so without Steve Jobs on the chair it too stagnates into its own predictable narrow market sector.
The joke in the industry is "if you succeed in your career, than you will inevitably end up in Marketing." You need to observe the four types of customer segmentation up close (and why you should ignore 3/4 types.) I recommend going to a few trade-shows in your area, and listen closely to sales pitches (think about how they make sales revenue, as it is usually not apparent at first.)
Study the SAP/Oracle sales model, as they extract a phenomenal amount of revenue from traditionally difficult markets.
"Don't compete to be at the bottom", as there are people that will bankrupt themselves irrationally gambling on things they plagiarized. Pick a niche product/service difficult to clone, and develop a close relationship with large customers. Ask "how can you add unique value for your users", and don't fall into the IT service industry role for one customer.
Never expose >14% of your annual revenue to any one project/person/customer, or you may as well just go directly to a casino.
Have a tax strategy (talk with local corporate accountants before you start), and also attend/chat AMCHAM webinars because they are great if you do business in the US.
Many vaporware firms are no different than the Crazy Eddie story:
https://en.wikipedia.org/wiki/Crazy_Eddie
YMMV, I have risk-aversion biases given the journeys differ for most. =3