Having a Product on the Shelf Is Not the Same as Having a Sales Strategy In Topic #1 of this series, I discussed product development and why I believe great aftermarket companies should focus on solving real customer problems instead of simply improving someone else's gadget. In Topic #2, I moved into Pricing & Channel Pricing, and understanding your brand value, building enough margin into the product, and making sure everyone involved in selling it has a reason to participa

Before we get into inventory, it's worth looking back at where this series started. In Topic #1: Product Development, I focused on solving real customer problems instead of simply looking at a competitor's product and trying to make it a little better. The point was simple: strong products should start with an unmet need, not with a benchmark. In Topic #2: Pricing & Channel Pricing, I talked about building the right pricing structure around that product, understanding your br

Every company talks about growth. Far fewer spend enough time talking about what could stop that growth. That is the true purpose of risk management. Unfortunately, many organizations misunderstand what risk management actually is. They treat it as an insurance policy, a legal requirement, or a checklist that gets reviewed once a year during budget planning. Others become so consumed by avoiding risk that they stop making bold decisions altogether. Neither approach is correct