Four simple steps to assure that you that you are selling the right thing for the right purpose to the right people in the right manner.
Given the technology, skills, and other resources at your disposal, is this the best product to make? Would something slightly different or even very different? Many companies end up pivoting (or dying) after a market entry failure. Think about what you might pivot to and whether you want to pivot now rather than waiting.
For the offering you are providing, is this the best use case? Could it be used for something else that would be of greater value? Could some smaller part of the whole provide more value than the whole?
For that best use case, are you targeting the customers who are most easily acquired in the largest numbers, who will gain the most value, and who will pay the highest price?
Finally, for the most valuable customers who could best use the best version of our offering in the best way for the best purpose, are you explaining it in the most readily understood and convincing way? Is it being delivered over the most effective channels?
It is common for teams with the “curse of knowledge” to fail on the first two. Their vision of what the product is and how it will be used is so powerful that they cannot see other possibilities.
For the third, they are occasionally targeting an obvious but far from optimal market. This is because the better market is just very far from their experience and comfort zone. Sometimes, an outside group can find and go after that better market without adversely affecting the initial target market. Sometimes, a choice will need to be made. The big problem here is that the alternatives are never considered, rather than the wrong ones being selected.
The places almost everyone falls short is having an improper narrative and not broadly enough considering channels. The approach is too flat, too factual, too generic, and too dull. We have seen (and helped make) drastic improvements in the first three; this fourth area, often through the creation of multiparty initiatives and otherwise invoking a broader context, has let us quickly bring 100x, 1,000x, or even 10,000x improvements. While creating this indirect approach is often difficult, it can return disproportionate results.
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