{"id":964,"date":"2021-02-10T15:45:00","date_gmt":"2023-10-18T15:45:43","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=964"},"modified":"2023-10-18T17:35:30","modified_gmt":"2023-10-18T17:35:30","slug":"how-to-grow-when-what-you-sell-doesn-t-scale","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/ca\/blog\/how-to-grow-when-what-you-sell-doesn-t-scale\/","title":{"rendered":"How To Grow When What You Sell Doesn\u2019t Scale"},"content":{"rendered":"\n

If you were stuck in traffic behind a car with a bumper sticker that read, \u201cHow\u2019s my scaling going?\u201d you might have to be an entrepreneur to get the joke.<\/p>\n

The word \u201cscale\u201d is used so often among startups and small or medium-sized businesses (SMBs)<\/a> that it has almost become shorthand for \u201cgrowth.\u201d If you\u2019re not scaling your business, it\u2019s assumed your business is somehow not succeeding.<\/p>\n

Of course, scaling can take many forms. You might scale by drastically increasing the number of customers you serve. Scale could also be associated with the number of office locations you\u2019ve set up, the number of people you hire and the depth and breadth of your portfolio.<\/p>\n

The original context of \u201cscale\u201d is where someone is climbing a mountain. In this case, you\u2019re the one climbing, and the top of the mountain is \u201csuccess\u201d. In some businesses, though, you\u2019re not necessarily scaling a mountain \u2014 but that doesn\u2019t mean the company simply hits a plateau, either.<\/p>\n

Depending on the nature of your product<\/a>, for example, it may not be possible to scale because each one is highly customized for a specific buyer. Mass production, for some businesses, is out of the question.<\/p>\n

Other businesses aren\u2019t really selling products but a set of services. What happens when these services draw upon a specific kind of expertise? You won\u2019t be scaling unless you find a way to clone yourself.<\/p>\n

Scaling \u2014 at least the way the business world usually talks about it \u2014 isn\u2019t the only way to approach your sales strategy. Instead, come back to the word \u201cgrowth\u201d and what that means within your firm\u2019s particular journey. <\/p>\n

Here\u2019s just one of the paths you could take to sell without really scaling:<\/p>\n

Lock down your LTV stats<\/h2>\n

It\u2019s easy to focus on the money that\u2019s coming in the door when a customer pays you, but the most successful business pros think way beyond that.<\/p>\n

What\u2019s the lifetime value (LTV) of that customer? If you\u2019re offering a service, for instance, how often will they use it? A customer who turns to you once has an obviously short LTV, while one who keeps using your service annually will become increasingly profitable.<\/p>\n

Don\u2019t just approach LTV from an annual perspective. Get granular by segmenting those who use your service or order your custom products quarterly, monthly or even weekly. The better you understand your customers\u2019 LTV, the more you\u2019ll know how many people you can actually serve. That\u2019s when you:<\/p>\n

Look for the \u2018land and expand\u2019 opportunities<\/h2>\n

A customer with high LTV might become even more valuable if you can find a way to increase your share of wallet with them.<\/p>\n

Cross-selling might not be viable if you can\u2019t scale your portfolio of offerings, but there could be a way to add an upsell of some kind.<\/p>\n

Maybe there\u2019s a way you can introduce a \u2018VIP\u2019 version of your offering that recognizes their loyalty, while also offering additional value for a reasonable fee. You could layer on extra consulting hours, for instance, or make the advice you deliver more tailored in some fashion.<\/p>\n

As you expand the scope of what you\u2019re offering to your most valuable clients, you may have to turn down other business. That doesn\u2019t have to be a bad thing, though, because the VIP clients you focus on are going to be that much more profitable.<\/p>\n

You don\u2019t want those VIP customers to be a fluke or an anomaly, of course. That\u2019s why you have to:<\/p>\n

Lean into the experience you deliver<\/h2>\n

Unlike products or even services, a customer experience isn\u2019t something you always have to think about in terms of scalability. Just think about how you can continually make it better instead.<\/p>\n

Assess how easy it is for customers to choose the details of a highly customized product, for instance. Ask yourself if there might be a faster or simpler way for customers to make an appointment to enjoy the services you offer.<\/p>\n

Maybe you need to think about changing the experience in the later stages of the journey. Now might be a good time to offer curbside pickup for a custom product, or a contactless way to pay for your services. <\/p>\n

In some cases customers might really appreciate the ability to use a wider array of digital channels for almost every aspect of their experience. Many consulting services are also available through videoconferencing tools, for instance.<\/p>\n

Focusing on your customer experience can help with scaling of a traditional business, but it\u2019s equally vital for firms whose products don\u2019t scale, too. The better the experience, the more likely your top customers will stay loyal and be open to increasing the volume of business they send your way.<\/p>\n

Locate some affiliate partners<\/h2>\n

If all of the above areas work out, you might be saying \u201cNo\u201d a lot more often to potential new customers. You don\u2019t just have to leave them with nothing, however.<\/p>\n

People really appreciate being directed to other companies in the same sector who might be able to address their needs. The companies that get the referrals appreciate it too, of course. They\u2019re often even willing to pay for it.<\/p>\n

An affiliate relationship can formalize these sorts of arrangements among your peers in a particular sector, and provide an additional revenue stream that doesn\u2019t really cost you anything to generate.<\/p>\n

The affiliate relationships you develop don\u2019t have to be with businesses that do exactly what you do, either. You can give referrals to your major suppliers. You can offer referrals to your other customers if you\u2019re operating in a business-to-business (B2B) environment. You might even come to resell someone else\u2019s product as an adjunct to your core business.<\/p>\n

Leave the scaling to all the more traditional startups and SMBs. You can still keep selling, and you can still keep growing \u2014 on your own terms, and in the way that makes the most sense for your kind of business.<\/p>\n

<\/span> <\/p>\n","protected":false},"excerpt":{"rendered":"

If you were stuck in traffic behind a car with a bumper sticker that read, \u201cHow\u2019s my scaling going?\u201d you might have to be an entrepreneur to get the joke.
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