You Can’t Be All Things to All Customers

Just a few weeks after being hired, Adam, my vice president of marketing and sales, popped his head into my office through a cracked door and said, “I think we have a problem.” After I invited him in, he continued with an easygoing tone that belied the seriousness of his warning, saying, “I think we sell too many things. I find that sales are suffering because we confuse prospects with so many options, and therefore people are less likely to buy.” I didn’t respond for a few seconds, as I let the veracity of his observations sink in. He was right. My company needed to change; we needed to focus on what we did best instead of trying to be all things to all people.


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