Assets

Your customer list is an asset.

Your prospecting process is an asset.

Your products are active.

Your campaigns are active.

An asset is everything that "added" to other assets brings revenue to your company.

For example: Product + Campaign => Revenue with profit.

Taking care of the assets is fundamental.

Now, they must be complementary, congruent and related to each other.

Right Product + Wrong Campaign = Revenues, but at a loss.

Take any asset and see if it fits in with the rest.

This exercise must be permanent, because from the moment that their combination produces results, the sales machine can be improved. And for this it is necessary to (permanently) adjust the fit between the assets.

As in everything there is a limit.

You may have fine-tuned a prospecting campaign for a particular product and achieved excellent lead generation and then customers.

This is due to the optimal synergy between the assets and the market response. However, the final result can and will reach a plateau.

This is due to several factors, such as market size and competitiveness.

At such times a review and detailed analysis of the assets at stake is necessary for a definition of where to bet:

Increase the prospecting capacity?

Invest more in campaigns?

New products?

Bet on improving the recurrence of purchases in the current customer portfolio?

The driver for growth is intrinsic to the corporate system. You grow or you perish.

Don't even think about staying stagnant. The transience of today will zero out the productivity of your assets if you don't reshape yourself all the time.

So the strategy of growing is vital. The exercise itself of checking the potency of your assets is extremely healthy for business. It forces you to think about where and how to improve in order to at least maintain the numbers and then grow in scale.

Growing in scale means, more revenue per available asset.

A company that grows every year, and where its largest customer has no more than 5% of revenues, is a company that is scaling.

A company in scale has its assets grabbing more and more market share.

As you can see, assets are fundamental to your competitiveness.

When I see low productivity in sales, I ask to open the assets.

  • How is the prospecting process (if it exists?)
  • How are the results of lead generation campaigns measured and at what frequency (if at all)?
  • How is the competitiveness of the products?
  • Is there a clear strategy to enter new customers with low friction products?

With the answers I can clearly discern where the problem lies and create a list of priorities for the company.

For example.

A company generates leads in profusion with inbound campaigns, but converts very poorly.

Possible problem areas:

  • Your sales page is attracting the wrong audience (not able to buy)
  • The offer is high risk for leads, even if qualified.
  • Execution (attendance, meetings, presentations, and proposals) alienates rather than brings potential customers closer.

It is one of these three.

The good news is that the repair is quite quick and simple, as long as we know which asset to mess with.

In the example above, the product is good (generates market interest) but the campaign needs some touch ups. Which is simple to do.

Here we talk about changing text, changing communication. We talk about clicking buttons and typing words.

Technology gives us almost instantaneousness between what we emanate and what the market responds.

So it is simple to fix the problems and get things back on track with a healthy recipe.

Another, very common, example: Lack of revenue.

The problem is, of course, in generating qualified leads.

To generate leads you need to invest.

Then comes the question, where can I invest with the least possible risk.

Answer: In your product(s) and then in your first rays of action.

Generate internal lists and pass on the benefits of your best product to your best market.

This is the lowest risk investment for you, as long as your assets are productive. The opposite is lathering up and wasting time and energy.

Then you should think about setting up a prospecting cell that never stops operating.

Between $5-10 thousand per month you can set up a lead generation structure for yourself, which is easily scalable. This structure will generate qualified leads for you.

And then you can think about inbound campaigns that will bring in a much larger amount of leads but of lower qualification. A B2B test campaign will cost you in the range of $10-30,000.

Again the numbers will give you the answers as to how much these assets are working in your favor and where and on which parts of the machine to adjust.

And what learning they leave.

In any case, you have a machine.

The machine that processes assets into revenues and profits.

Stavros Frangoulidis
Stavros Frangoulidis
CEO of PaP Solutions ⚡ Let's connect on Linkedin too

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