5 India Tech Sales Hiring Trend for 2021

I’ve been interviewing dozens of tech sales guys in Indian sub-continent. Primarily in Delhi, Mumbai, Bengaluru and Chennai belt. I help tech sellers find right roles and transition to winning plays over next 3-4 years.

Here are few key observations:

  1. If you selling Infra to Enterprise, MSME, SMB segments you should seriously consider moving to Public Cloud bandwagon
  2. If you are with traditional asset companies – Datacenter Services and Network Services – such as SIFY Technologies, guard your patch with more compelling value proposals.
  3. if you are with Public Cloud services companies (born in the cloud) such as BlazeClan, Sysfore, Crayon, Umbrella Infocare, Rapyder, SourceFuse, Hanu – move up from selling migration and managed services to data and modernisation services.
  4. If you are in other OEM eco-system such as Security (Checkpoint),     

Sales hiring trends for 2021 may not be as clear as in previous years. Even with a vaccine starting to be distributed, we are still a year away from moving on from the pandemic. It will continue to impact tech sales industry for the bulk of the year, affecting hiring trends.

I have met sellers who are still hitting quotas while others are still sulking. I can understand. We sellers are used to travel, networking with buyers & partners and want to play aggressive in hitting our goals. It feeds into our energy.

I have some good news. 

It’s not bleaky out there. Companies are placing bets and hiring in 2021.

If you play your game well, you can bet on the winning horse (company), trend and set yourself for a wining lap of 3-4 years. let’s look at some scenarios.

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InsideSales

Can Inside Sales slog less and get results?

Having worked with 1000+ inside sales people, sales hunters and outbound reps we have discovered one thing. They spend 70% of the time researching accounts, sorting data and only 30% ‘meaningfully’ engaging buyers.

Here are some comments from inside sales team members, marketing heads and senior sales leaders from companies of various shapes or sizes:

  1. I spend way too much time in researching my target account, buyers, spot signals and craft messages that evoke a response. How I wish I had tool that can help me automate this so that I focus on engaging clients” – Inside Sales team member of a $100M Tech System Integration firm.
  2. “I pay inside sales teams and sales hunters to secure meetings and bring qualified leads. I have provided them with so many resources. Yet they fail.” – Enterprise Sales Leader of a fortune 2000 company.
  3. “I can only afford 3 people in inside sales. I know how to engage clients but how can I transfer my wisdom to sellers so that they can prospect like me?” – CEO of a Outsourced Product Development firm.
  4. I have 25 people in my inside sales team. I spend close to $600K in marketing and in running outbound campaigns. I know I am in a red ocean business yet how can I elevate my sellers to pitch and engage clients differently?” – Marketing Head of a $100M System Integrator.
  5. I bought a database from Zoominfo, invested in Gartner Sales Accelerator and have Hubspot Sales Professional. After investing $35,000, have come to realise that spending money does not equal generating qualified opportunities”. – CEO of a $3M Cloud Services firm.

What’s the common narrative in all these 5 cases?

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Uncertanity

Are You Spooked? Don’t.

“This feels like a hell. 2008 seemed manageable”

“Will my business survive this? Two of our customers have asked for massive hair cut!”

“How will I manage next 3 months?”

“My pipeline is off the table. This is disastrous!”

“This is not the moment for growth. This is the moment for survival.”

These are some verbatim quotes from TechCEOs with whom we are talking to right now. There is fear, anxiety, pressure to hang in and most painful of all is that (it seems) there is no visibility at end of the tunnel. 

 

“We just came back from our fantastic sales kick off in Bali end January and now this! This is the worst crap show that could have happened at the beginning of the year. “

Are you resonating with these thoughts and emotions? If yes, well you are not alone.

 

Well then in any situation you have two ways of looking at things. One through a filter of fear and anxiety and another through a filter of confidence and progress. Fear usually is usually related to uncertainty while confidence is related to commitment, courage and discipline.

 

It’s all about having the right frame of mind to address this crisis. Maybe we have to learn to shift our mindset and pick up a few tricks from the Navy Seals.

 

There’s a part of Navy SEAL training called “drown-proofing” where they bind your hands behind your back, tie your feet together, and dump you into a 9-foot-deep pool. Your job is to survive for five minutes.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Different Content

What’s The Difference Between Sales & Marketing Content?

As we continue to help Tech firms drive demand and accelerate revenue growth, we’ve have come across many TechCEOs with different levels of Go to Market readiness. 

 

When these TechCEOs kick off a campaign for a product or service with immediate sales focus, I encourage them to take a breath and look at their revenue strategy and goals. One such key element in putting together a plan for driving top of the funnel, content marketing become very important.

 

The reality is there’s no silver bullet in content marketing. Content marketing is all about playing both long and short game accordingly. It’s about creating content that starts a conversation, which will transition into sales down the road. It’s not selling out of the gate.

 

If you’re marketing through content, you can’t achieve authority position with your content and tell your sales stories at the same time. Why? Because you run the risk of diluting your message.

 

You have to choose one or the other: You either market your stories or you sell your products.

 

So, What Is Marketing Content?

One word: Compelling story telling. Marketing content is about telling a compelling story or narratiev about your product or services alongside its benefits to the client. In fact, good marketing content will charm people to the point where convincing them to buy is easy.

 

Marketing content is about attracting people to whatever you’re selling and the kind of company you’re building. The content people love to share (and that journalists love to write about) is not the content that says how great you are. Rather, it’s the content that speaks to your customer’s pain point and speaks to your “why” or your values.

 

People want to work with people that they know, like and trust. But it’s hard to establish trust or affinity with someone when you’re also trying to sell them something. That’s why your marketing content needs to make the best impression – not be an immediate turnoff.

 

OK, Then What Is Sales Content?

One word: persuade. Sales content is about persuading buyers that you understand their problem and your products and services solve that problem, how will you do it and why your people are a good fit for what they’re keen to solve or build.

 

This is your chance to highlight your customer case studies, testimonials, such as your customer list, awards, credentials, etc. That’s the sales content that will sway people enough to want to work with you.

 

Now How Do You Balance The Two?

As a brand, if your marketing content is strong and does a good job of telling a compelling story to prospects, your sales content doesn’t need to be forceful or pompous. It should always bring quantitative facts, align to customer context, relevant and to the point.

 

In short, marketing content is about selling people on you, your brand, your vision, your perspective, your story. It should show who you are and showcase your uniqueness without your having to come out and say it. Sales content is about selling buyers your products or services. It should include an articulation of why people should ultimately give you, not your competitors, their business. It should help people make their purchasing decisions more easily.

 

Use marketing content when people are still in the marketing stages of the journey. This is when your audience is looking for answers to their questions or needs advice about problems they’re looking to solve but aren’t sure who to turn to. Marketing content helps you nurture your relationship with them at this point.

 

Use sales content when your audience is in the sales stages of the journey and is close to making a purchase. Sales content here is meant to paraphrase problem, articulate contextual value, your promise and convert audience members into customers.

 

What happens if you use sales content within your marketing content? In some cases, it’ll turn customers away, which will hurt your sales. The most important thing to remember is that the relationship between marketing and sales content hinges on getting the sequencing right. Market when they’re in the marketing stages of their journey, and sell when they’re ready to be sold to.

 

Build A Solid Buyer’s Journey

The goal is always to create a delightful buying experience, not one where people are being force-sold products and services. Content is a great tool to help you do this.

 

You can use your marketing to showcase who you are, what you stand for, and to attract potential customers who have an interest in working with you. Then, sales can become a natural, organic progression of that interest.

 

Capture them with marketing content, convert with sales. (Know, though, that this won’t work if you aren’t taking the time to truly connect with your audience in the early marketing stages. You have to convince them to support you.)

 

Can sales content ever be used in marketing content? Maybe. But I wouldn’t recommend using this approach too often unless you’re willing to chalk your efforts up to experimenting with some new approaches.

 

Before people are customers, market to them. Once they become customers, you have more freedom to send sales and marketing content in tandem their way. With that said, I do think there are opportunities to use sales content in your marketing efforts to existing customers.

 

I say that because if they’re already customers, you’ve already gone through the effort of charming and convincing them, so you’re not starting at square one. With existing customers, you can cut to the chase a bit, but I would caution against constantly hitting them up to buy more.

 

Instead, focus on creating marketing content that reminds them why they were drawn to you in the first place.

 

P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business:

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

4 Ways to Position Your Tech Business to Attract More Clients Click here.

3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.

Do TechCEOs Get ROI from Marketing Click here.

Should Tech firms consider Re-Branding to Drive New Demand – Click here.

 

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

 

3.    Join our TechCelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at TechCelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.

 

 

 

GTM

10 Reasons why you should not rely on OEM partner channel?

“Mag’ let’s leech on and use our OEM sales channel to scale our business from $20M to $50M.”

Many TechCEOs have this wish of building their business on top of their OEM channel and relationship. It could be on top of AWS, Microsoft, Oracle, VMware or Google channel. Nothing wrong with that idea. Just that you have not built a solid revenue acceleration capability within your organisation.

 

Here are top 10 reasons why you should consider building demand generation capability within your organisation?

  1. OEM channel relationship built with people working there is not permanent. People (sellers) change jobs and you will have to start all over again.
  2. Your alliance/channel manager can also change jobs.
  3. OEM sellers target big deals (usually long sales cycle) in named accounts. Onus is on the partner to work hard and make it happen. If the deal does not convert you are at a loss.
  4. Relying on OEM channel works well in growth markets. When more partners hop in it becomes that much difficult to rely on OEMs for leads. You have to perform.
  5. In a crowded market, customers usually want to work with a partner who has a differentiated offering and has a compelling value proposition. You can create this only when you initiate conversations and engage differently from day one.
  6. Selling ‘beach head‘ quick win offering can help you execute ‘Land & Expand’ strategy to enter named accounts. Your OEM sellers might not be interested in that.
  7. If you comply to OEM sales behaviour you might have to compromise on your service margins. You might end up re-selling licenses with 7%-8% margins and not grow your service business and margins.
  8. Having your own selling engine will help you control your (revenue) destiny. You control client engagement, positioning your solution, pricing and customer success follow through.
  9. You can smartly structure a hybrid strategy that includes inbound leads from OEM channel and integrate it with your own selling engine. This way you qualify deals better, control your revenue forecast and have slack to fill holes in your revenue budget.
  10. Finally, having a solid selling engine will increase your valuation multiples. It can get you 30% more when you exit the business. Don’t you want that?

 

We work with TechCEOs to structure a GTM that helps them hit targets and increase their valuation too. In 2020, let’s work smart to accelerate revenues and build selling capability within our organisation.

 

P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business:

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

  • 4 Ways to Position Your Tech Business to Attract More Clients Click here.
  • 3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.
  • Do TechCEOs Get ROI from Marketing Click here.
  • Should Tech firms consider Re-Branding to Drive New Demand – Click here.

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

3.    Join our TechCelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at TechCelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.

 

 

 

Singapore TechCEOs

5 Steps Singapore TechCEOs Should Take to Scale Business

Given it’s strategic advantage of location, Gov support, eco-systems and access to technology – why do TechCEOs in Singapore struggle to expand their business?

 

Here is a clue. It has nothing to do with what you are doing right now.

 

We find a lot of Singapore TechCEOs get stuck at $3-$4 million revenue mark. They linger there for a very long time. It has everything do with NOT having a clear revenue strategy and framework to process information and take decisions.

 

We have come across many Singapore mid sized tech firms who demonstrate excellent delivery, have an impressive customer retention rate, and has been in business for over 4 to 7 years. At the same time, when it comes to growing revenues consistently, TechCEOs struggle and always at logger head with marketing and sales teams causing discord and missed revenue goals.

 

Every tech firm needs a foundation to build on, figurative “pillars” that hold up the rest of the business and help you grow. By remembering your roots, though, it’s always easier to cut through those shiny distractions and keep your growth goals in mind.

 

Here we’ve listed the five pillars that every TechCEO should have in place in order to facilitate growth in your tech firm:

Challenge #1 – Understanding who you are and why you matter?

What are the reasons you started your tech business?

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Rebranding

Should Tech Firms Consider Re-Branding to Drive New Demand?

When we work with TechCEO of established mid-sized businesses on demand generation issues, we have come across another key area that has often been neglected – rebranding your business to sound relevant to your customers.

For example, we are working with a large payroll outsourcing company that has been stuck in a transactional position far too long. In a crowded and competitive payroll outsourcing space, which is a tired category, clarifying your message and value proposition to customers become stale.

 

The HCM category itself is morphing itself to other areas such as smart automation, payroll intelligence, workplace culture, integration and collaboration and the rise of AI and data oriented decision making.

Now how can a TechCEO reposition his business in fast changing tech business, shift narrative, sound relevant, focus your message and drive new demand?

These days we are working a bunch of TechCEOs who have built stable businesses in a particular category, say payroll outsourcing, industrial automation or application development.

 

Most of these firms were founded by practitioners, so they usually follow a familiar formula of offering similar services to similar audiences. Buyers have a hard time telling them apart. Meanwhile, conventional demand drive initiatives don’t yield much result.

Do you know why? Let’s dig a little deep.

 

When the company is preparing for expanded growth, particularly international markets, it might struggle to position itself against competition and sound impactful to new audiences. Same old messaging that worked in home turf won’t work.

 

Second, TechCEOs soon realize that competitors are looking and sounding just like them. In such cases, it is possible that the company is losing relevance in consumer’s minds. TechCEOs can feel this trend. Your brand no longer reflects who you are. It’s time to re-position your firm (against competition) to grab mindshare from your customer.

 

If implemented properly, a change to the position and brand of a company has major consequences for the organization. Everything is adapted in line with the organization’s new strategy and promise, its products or services, HR policy, customer contact, corporate identity, and so on. Rebranding makes this change visible for all stakeholders.

 

Third, when a company enters into a new line of business, want to compete at a higher level or enter a new market – existing brand identity might not resonate with new buyers. A rebranding might be in order.

Finally, when a company wants to appeal to a new audience representing new category of solutions, say ML/AI led problem solving to a particular market segment, a rebranding might be necessary.

Now, all of these weaknesses can be turned into strength when you launch a re-branding activity to position your business for new wave of demand. It’s time to organise your thoughts, establish clarity, focus and engage the right people who know how to do it.

That’s exactly what we have done in putting together TechCelerate, Revenue Acceleration program for TechCEOs to re-position, re-brand and drive demand generation for your business.

 

 

You see, the only way to grow your tech business in fast changing technology market, be it product oriented, an IT services business, is by following proven revenue growth frameworks. Without a proven framework, you are operating from guess work and guesslogy. You will be transactional and engage clients as if you are still in 2010.

Being clear about your strategy, key goals, getting your messaging right, aligning go to market and deploying sales and marketing framework are very critical to achieve results. That’s the only way to expand your tech business 5X in the next 12-24 months.

 

So here is a crucial question for you?

 

In 2019, does your brand identity clearly:

  • Clarify your brand’s message and ethos?
  • Identify your audience and clientele?
  • Make the services you offer clear?
  • Reach and engage your audience?

 

P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business :

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

4 Ways to Position Your Tech Business to Attract More Clients Click here.

3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

3.    Join our Techcelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at Techcelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.

 

Driving Demand in the US Market

Driving Demand in The US Market Doesn’t Have To Be A Pain

Well, here are some quotes from TechCEOs who sell into the US market.

 

“Our sales qualified leads from the US market are abysmally low”

 

“We used to get deals from our joint venture partner in the US. Now it has stopped”

 

“I hired direct sales team in the US. Burnt almost 300K for a year. Nothing came out of it.”

 

“Well How do I replicate the success I’ve had in South East Asia in the US market?”

 

Here is another.

“I have both marketing and inside sales team back here in Bangalore. Spending close to $10K a month on salaries. Yet no sign of revenue from the US market”.

 

Does this resonate with you?

 

We are working with a number of TechCEOs who have built stable businesses in the domestic market but are struggling to open up or grow in the US market. Some of them have invested in teams but are stuck for a long time.

 

Yes, it’s really true. The US IT & service market is projected to grow to 1.4 trillion by 2020 and growing at a clip of 6%.

 

The US enterprise and mid market businesses have invested tons of money into infrastructure, applications and platforms, business leaders are exploring multiple ways to leverage advances in cloud computing, analytics, AI/ML, edge, 5G and other technologies to build competitive advantage. Another big buyer of tech is Digital natives, Software houses and Startup sector that are in the fast innovation cycle. Overall, there are plenty of opportunities for TechCEOs to cherry pick segment and grow their business in the US.

 

At the same time, the US is one of the markets where buying cycle and journeys vary from segment to segment. The way FSI sector buys in tri-state area is way different from how ISV and tech shops buy in the Bay Area.

 

Nevertheless, there is enough space for TechCEOs based in India or Asia to come in and participate in the new era of digital growth. But there are a few challenges. I have come across TechCEOs who are struggling without a clear plan.

 

1. They might have ambitious goals in place. But I do not see a clear execution plan.

 

2. Sometimes they think they have a plan but are grossly misinformed by wrong talent.

 

3. Most importantly, there is no sales & marketing framework or system in place. Usually TechCEOs hire sales, marketing and business development talent available in the market and let them loose to hit targets. Often times, this results in failure leading to resentment and more cynicism.

 

4. Moreover, I have seen very shallow marketing and sales attempts where sellers write flimsy emails that have no context, understanding or selling arguments. It simply does not work folks.

 

5. Finally, when both time and money are lost, the TechCEOs jump in and try to do everything themselves. This is the last straw that breaks the cartwheel.

 

So how can TechCEOs overcome these challenges and still penetrate the US market?. You can do it in four ways.

 

1. Clarity and Focus – You should know your market segment, initial list of prospects, your go to market strategy and how you intend to sell and get your business upto $3M to $4M mark. Without this plan in place, you are as good as dead even before you start.

 

2. Revenue enablement – You have to shift your mindset from primitive and brutal ‘I will call and send email to death’ selling mindset to revenue planning and execution. This comprises of understanding your customer buying journey, personas, aligning go to market, leading with authority marketing, influencing CXOs and focussing on customer success.

 

3. Selling framework – It is also prudent to have a selling framework that comprises of lead generation, opportunity management or account management to break into customers with whom you already have a relationship elsewhere.

 

4. The How – Finally, the devil is in execution. Do have a quarterly plan that is backed by resources with clear roles & responsibilities and goals. We all know what cannot be measured cannot be managed.

 

Now, all of these weaknesses can be turned into strengths when you organise your thoughts, establish clarity, focus and engage the right people who know how to do it.

 

That’s exactly what we have done in putting together TechCelerate, a Revenue Acceleration program that helps TechCEOs to penetrate and grow their domestic business.

 

You see, the only way to grow your tech business in the US market, be it product or service oriented, is by following proven revenue growth frameworks. Without a proven framework, you are operating from guess work and guesslogy. You will be transactional and engage clients as if you are still in 2010.

 

Being clear about your strategy, key goals and deploying sales and marketing framework that are in alignment with what you want to achieve is very critical to achieve results. That’s the only way to scale your tech business from 3M to 5M in 18-24 months.

 

Over the past 2 years, we have used TechCelerate Revenue Acceleration framework with many mid sized tech companies who want to penetrate the US market and drive demand.

 

In TechCelerate, we understand your business, goals, develop a strategy, execution plan and install our proven AICP framework to align go to market, drive demand, accelerate sales and propagate your business. In doing this, we stay with you for a period of time, provide value added services and help bridge the revenue gap.

 

Using our frameworks, know-how and coaching, we work with your team to attract prospects, get them interested in your products and services, convert them into accounts and also make your customers sell for you. We work with you to elevate your brand, tweak go to market plan, overlay our framework to your customer buying journey, install selling capabilities to drive demand and conversions.

 

Have you stitched your strategy to a well thought execution plan that is backed by a proven sales and marketing framework?

 

 

P.S. Whenever you’re ready… here are 3 ways I can help you grow your tech business :

1.   Grab a free copy of useful stuff that can help you grow your tech business. More in our blog.

4 Ways to Position Your Tech Business to Attract More Clients Click here.

3 Mistakes to Avoid In Your Tech Business To Grow Revenue Click here.

2.   Schedule a 15 Minute assessment call with us – Click here.

We have worked with a bunch of tech companies and have offered them systems, strategies and coaching to attract and convert clients. We help you install sales and marketing systems that automate stuff and help flood leads and drive higher revenues and margins. Talk to us.

3.    Join our Techcelerate Implementation Program and be a Case Study

I’m putting together a new coaching case study group at Techcelerate this month… stay tuned for details. If you’d like to work with us on your client-getting and scale plans… just reply to this message and put “Case Study” in the subject line.

Life is short. Take action now and grow. Best Wishes.

Communicate a message

Sales, Scale And Your Company Valuation

Sales and scale are important factors in determining a tech firm’s valuation. 

 

Though it’s difficult to get this right, it should definitely be on top of your agenda to increase valuation. Organic revenue growth can act as an indication of a well-conceived value proposition and effective go-to-market strategy. Scale, on the other hand, provides the tech firm with an increased ability to achieve a higher profit to revenue ratio.

 

The combination of sales and scale will equate to a higher EBITDA as a percentage of net revenue.

 

From a buyer’s perspective, a successful organic sales track-record creates a level of confidence that organic revenue growth will continue to increase. Scale provides the buyer with a platform which will allow them to realise synergies and efficiency. Combined, sales and scale play an integral part in driving the multiples a buyer is willing to pay. Moreover, sales and scale will help increase the base EBITDA to which the multiples are to be applied.

 

Sales

When forming a strategy on the most effective way to increase sales, buyers usually start reviewing the Tech firm’s value proposition. Aside from the value proposition, there are four key components to increasing sales within a Tech firm model; sales talent, go-to-market strategy, compensation and ongoing service.

 

1. Sales Talent

The first to check is right business development talent. The second step is continued development of sales talent. Business is in a constant state of flux. As such, the sales arm of a Tech firm should remain abreast to new developments that could impact the Tech firm and the industries in which they serve. Development of the sales team shouldn’t solely be the responsibility of the Tech firm.

 

You should get them trained and coached on a regular basis by experts who can inculcate both capabilities and skills. Sales enablement should be part of your development agenda.

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Market of One

Selling To Market of One

In any tech market these days, there’s really first place, second place, maybe third and then the rest.​

Who wants to be rest?

When you think about markets such as fast food, consumer, tech or business, what are the first names that come to your mind? McDonald, Uber, Apple, Microsoft? 

The seconds, thirds and the rest simply don’t exist.​​


​If you are the rest, it is so darn difficult to get attention, attract prospects and get them interested in what you do.​​​​​

Ideally, you want to create your own kingdom and own it. Don’t you?

The point is there are only one or two names that will leap to mind in any category.
They own the category.​​​

They are the category.

And that’s where you want to be with your business. But how can you get to be first?

The answer to being first is not to simply “become visible”. You want to be visible in a way that is trusted, sought after, highly paid, in demand and authoritative.

Your aim is to be visible with authority. So visibility isn’t enough.

But you have another, even bigger problem. The bitter truth is that most markets are really crowded. The leader in any category has often been established for years, if not decades and will be difficult to replace.

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