A new market
When you’re entering new regions or verticals.
You’re famous in France but unknown in the US. Or you’re big in financial services but retailers have never heard of you. The good part: You’ve proven you can do product-market fit (that’s huge). The hard part: Getting new people to care about you.
Breaking into a new market is like being the new kid in school — you’ve got to prove you’re cool all over again, to an audience who’ve already settled into a groove. But don’t worry: we’ve got a few tricks up our sleeve.
Things you’ll need:
- A deep understanding of the new opportunity. It’s tempting to assume a lot of things are the same in the new market. We like to challenge and test those assumptions early.
- A good ear. Your prospects can tell when you’re really in their market and when you’re just marketing to it from outside. Listen hard. Use their language. Embrace their issues.
- Knowing when to localize. Not every piece of content needs to be adapted or translated for the new target audience. But some key things definitely do.
- At least a few relevant case stories. You need to signal, “People just like you choose us.” If your customer stories aren’t exactly in the new market, show how they’re relevant. Build bridges.
- Oodles of mojo. You don’t want to tiptoe into a new market. Signaling confidence is key. But that doesn’t mean brash or arrogant. It’s about sending out pheromones that say, “We’re good at this and we love solving your kinds of problems.”
Big inflection points need specific, tailored responses. But selling into a new region or market usually involves some mix of:
- Galvanizing story
- Messaging
- Website
- Content
- Sales enablement
- GTM Blueprint
- Search
- Always-on optimization
Where have we done this before?
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