Author Archives: Matt Heinz

How to Avoid Commoditizing Yourself

Do some of your customers and prospects treat you like a commodity? If they do, you’re likely competing on price far more than you’d like. Companies and industries that slide into commoditization almost always have a better option. There’s always a way to identify, quantify and communicate significant incremental value and results for your clients that your competitors fail to ...

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Managing the Sales Process when the Buyer is in Charge

With so much information widely available to your buyers, managing them through the sales process has gotten more difficult than ever. But smart sellers leave the buyer in charge and STILL fill their pipeline with closed business month after month. Here are several tips for building and managing a buyer-centric sales process. The buying cycle is always longer than the ...

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10 Simple Ways to Stay Connected

No matter what you do for a living, an active network is critical to your current and future success. That said, it’s very easy to ignore the often simple, tactical things you can do to keep your network engaged and growing. Here’s a list of ten things to consider doing daily. If ten is too much to start (although this ...

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Creating Preference in a Commodity Business

I was asked recently how to successfully sell value in a commodity business. When your product or service is virtually identical to what is available elsewhere, how do you create differentiation, preference, value and market share acceleration? It’s not easy, but there are ways. Here are five to start: Service: How well you treat your customers can make a big ...

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Making a Case for Innovation in the Absence of Proof

How do you prove something that hasn’t happened yet? That’s the challenge facing innovative ideas inside many companies. Innovation, by definition, is a leap into the unknown. But for organizations that increasingly look to past history/results and data to determine future steps, quantifying the likely success and/or risk with an innovative idea can be tricky. Or, as Roger Martin and ...

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The Innovator Within

I’m constantly blown away by the brilliant, innovative ideas around us. It’s a shame that so very few of those ideas see the light of day. Brilliant people with innovative ideas are everywhere, but most of their ideas get caught in one of three traps: Fear/Risk: Innovative ideas are inherently risky. They buck trends, go against the status quo. The ...

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Innovating Your Why

Too many brands, companies and even vertical sectors assume what they do is, well, what they do. They define their value based on their current tactical, delivered product or service to the market and to their customers. But that’s not at all what they do, of course. People don’t buy a newspaper because it’s printed news. They can get that ...

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Five Nonprofit Marketing Fundamentals

We’ve been working more closely with several local nonprofit organizations lately, and the more I speak with those responsible for fundraising and donor relations, the more I realize just how similar the process is to creating and managing a for-profit sales process. I’m also seeing the same fundamental needs for those marketing a charitable cause or nonprofit organization. The below ...

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What do you REALLY do?

If you’re a book publisher, you’re not really in the book business. You’re in the information business. How that information is shared is largely irrelevant, as long as it creates value for your customers and can be monetized. If you’re a newspaper, you’re definitely not in the printed news business. Certainly not anymore, or at least not for long. I ...

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Innovating Without Ignoring Today's Revenue

Scott Cook, legendary founder of Intuit, discussed in a recent issue of Inc Magazine how today’s entrepreneurs can continue to incubate new ideas while successfully focusing on today’s day-to-day revenue generation. His answer can be broken down into four keys to achieving both innovation and execution today: Make sure employees know which output metric they are responsible for and how ...

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