I just stumbled across
this article. I think item #1 ( develop a strong buyer persona ) is something many partners overlook. More often than not it's "Ready, Fire, Reload" ( aim isn't part of the vocabulary ). I still see ( and hear about ) lots of partners pursuing any industry if they think there's a chance to close a deal when I think today's VAR does much better going after a defined market.
If I was to think back over the past two years about the type of customer who was profitable and the type who was not it clearly points toward specific companies and industries that I have had great success with.
It's generally a combination of:
- Industry ( that I have STRONG experience with )
- Customer size & disposition ( Have there been more than two VARS in the past 5 years? Does the contact spend the first 20 minutes complaining about having to spend money on consulting or licensing? If so, that's a red flag )
- Realistic budget
- Recurring service component
My criteria might be:
- Is this work going to be recurring?
- Can I tell at least two stories of customers just like this company that I've helped in the last 3 years?
- Is this a project that I am confident I can complete successfully?
- Are there red flags ( 2+ consultants within the past 3 years, complaints about cost, etc)
What does the above have to do with marketing?
Until you know what type of company you are looking to service how can you develop an effective marketing plan?
And you may say - well I'll just write a bunch of blog posts. And that will work unless you are writing on topics where you aren't an expert. For me, if I wrote about Job Ops it would be 100% useless if that attracted a lead since I do no Job Ops and would need to outsource virtually all the work both now and over the next year(s) for support.
So my TL;DR is:
1. Define your market ( Buyer Persona)
2. Market to that persona
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Wayne Schulz - Schulz Consulting - 860-516-8990
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