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<\/a>We discuss each of these highly targeted strategies in the sections below. The end result is four quadrants representing different levels of risks and relationships:<\/p>\n\n\n\n
Quadrant 1: Increase Customer Base<\/b><\/a><\/p>\n\n\n\n Increase customer base using the Four Funnels Sales Methodology.<\/p>\n\n\n\n Quadrant 2: Increase Usage<\/b><\/a><\/p>\n\n\n\n Make it simple for existing customers to order more of what they already use.<\/p>\n\n\n\n Quadrant 3: Introduce New Products<\/b><\/a><\/p>\n\n\n\n Sell to current customers products they are not currently using by upgrading, up-selling, and cross-selling new products.<\/p>\n\n\n\n Quadrant 4: Enter New Markets<\/b><\/a><\/p>\n\n\n\n Selling new products to new customers. This is the same as entering a new market.<\/p>\n\n\n\n <\/p>\n\n\n\n Quadrant 2 has the lowest perceived risk from the buyer’s perspective, followed by Quadrant 3. The quadrant with the highest risk is Quadrant 4, since there are no references yet. Quadrant 3 is selling to non-customers who don’t really know the company. What we need to do in terms of marketing and selling is, therefore, quite different from one quadrant to the next.<\/p>\n\n\n\n In Quadrant 2, the seller hardly needs to educate customers on the company or product since they are already very familiar with both. At the other extreme is Quadrant 4. This is a totally different market from the one(s) to which the seller has traditionally sold, and the likelihood that Quadrant 4 buyers have adequate familiarity the company or its products is quite low.<\/p>\n\n\n\n Therefore, using the same approach for all quadrants will not work\u2014marketing and sales efforts will likely be overkill in Quadrants 2 and 3 while insufficient in Quadrants 1 and 4.<\/p>\n\n\n\n We can segment our total addressable market into these quadrants and optimize our messaging, offerings, and resources for each. This is more likely to maximize revenues at the lowest costs possible and maximize our net income.<\/p>\n\n\n\n This approach is one of the foundational strategies of the Predictable Revenue Model<\/strong><\/a>; it\u2019s designed to position a company to achieve a consistent High Growth rate.<\/p>\n\n\n\n Companies that out-perform their competitors do so primarily because they execute a defined strategy. They don\u2019t try to go after everyone with the same message, product, or offering. They segment first, then tailor everything to fit that segment.<\/p>\n\n\n\n Segmentation makes it easier to isolate the right opportunities for a given company and highlights the right strategies to win those opportunities. Because you have the right message and the right offering for the right customer, you can shorten your sales cycles and increase your closing ratios. Effective B2B marketing naturally leads to effective B2B selling.<\/p>\n\n\n\n This is the essence of strategy \u2013 focusing limited resources on the best opportunities in the most optimal way to maximize results.<\/strong><\/p>\n\n\n\n This strategy makes the segmentation process more intuitive. It also makes execution simpler and more full-proof.<\/p>\n\n\n\n We all know that if we really want to sell our products and services, we have to tailor them to our customers\u2019 preferences. We tend to forget this is just as true regarding how<\/strong> we market and sell our products. Our methods must be tailored to the customers’ buying preferences.<\/p>\n\n\n\n Marketing\/selling to existing customers is totally different from marketing\/selling to non-customers. Even for existing customers, there us tge marketing\/selling necessary to get them to order more of what they already purchase. Then, there’s the strategy that gets them to try new products they haven\u2019t used before. We know this is true from our own direct experience as customers<\/em><\/strong>.<\/p>\n\n\n\n Sometimes the right strategy is just to automate and make it simple for customers to order whenever they want. Why slow them down by having them talk to a sales rep?<\/p>\n\n\n\n At other times, there is a great need for consultation before sales can happen. Case studies, demos, and references are all a necessary part of reassuring a skeptical buyer that she won\u2019t regret her purchase. Yes, the high-powered consultative sales rep is essential with a new customer buying for the first time. But he would be expensive overkill for a simple reorder of a product a customer has purchased dozens of times before.<\/p>\n\n\n\n When you look at it this way, it is apparent that your sales and marketing strategies in each quadrant need to be sufficiently different.<\/p>\n\n\n\n However, it is not just the strategies that need to be different. Systems, processes, assets, and people you use in each quadrant also need to be optimized for that quadrant to achieve the best result in that quadrant. Just as you look for a specialist when you want to see an eye or heart doctor, you also need specialists if you need to grow each sector on a consistent basis. You need people who are experts in each quadrant.<\/p>\n\n\n\n If you have one-size-fits-all marketing and sales strategy, you will see mixed results. You want reliable, predictable revenue growth. That is why you have to optimize sales and marketing for each Quadrant.<\/p>\n\n\n\n We discuss these highly targeted strategies in the sections below:T<\/p>\n\n\n\n Q1: Increase Customer Base<\/a><\/p>\n\n\n\n Q2: Increase Usage<\/a><\/p>\n\n\n\nDownload this white paper to learn how to sell effectively in all four quadrants!<\/h3>\n\n\n\n
Strategy Matters<\/h2>\n\n\n\n
Each Quadrant is Different<\/h2>\n\n\n\n
The essence of this approach is matching a company\u2019s limited resources to the type of selling opportunities a company has and doing this as an everyday process \u2013 increasing sales, while keeping the costs of selling low.<\/strong><\/h3>\n\n\n\n
End Goal\u2013Predictable Revenue Growth<\/h2>\n\n\n\n