Throughout my career, my sales experience has been rooted in B2B SaaS. I understood, in theory, the differences between B2B vs. B2C sales, but I didn’t truly grasp the reality until I had the chance to sell directly to a customer for the first time.

Suddenly, I was in an entirely different arena. Gone were the long sales cycles, the decision-making committees, and the endless follow-ups. Instead, I was speaking to individuals, making split-second connections, and tapping into emotions rather than logic. What was once a strategic, process-driven approach had transformed into a fast-paced, emotionally charged interaction.

I was selling a subscription to a digital product, and during training, we were handed a pitch that was supposed to “work.” At first, I stuck to the script. But, I quickly realized that I had far more success when I focused on sparking an emotional response rather than following a rigid formula.

In this article, I’ll break down the key differences between B2B and B2C sales from what I have learned. More importantly, I’ll show you how to succeed in B2C (because, trust me, it takes a lot more than just a great product).

Table of Contents

• B2B vs. B2C Sales
• Defining B2C: How B2C Companies Sell to Consumers
• The Difference Between B2B and B2C Sales
• B2C Engagement
• B2C Sales Tips

Defining B2C: How B2C Companies Sell to Consumers

B2C stands for business to consumer. B2C sales is the sale of products or services to individual consumers, through a third-party website, in-person, or online.

In B2C sales, you might be selling a single product or many products within a single category. Or, you might work with a brand like Amazon that sells many different kinds of products. B2C sales roles sell for direct-to-consumer (DTC) brands. They also help B2C sellers who work with other businesses before they connect with their customers.

B2C ecommerce is a popular sales spot. Per Statista, the estimated value of retail ecommerce is steadily increasing each year and will reach almost $1.8 trillion by 2028.

Source

B2C sales includes:

• Retail employees at your favorite shop.
• Service professionals like those in the health and beauty industries.
• Real estate agents.
• Sales professionals at local hotels, colleges, and restaurants.

There are many different ways that businesses sell to consumers. B2C businesses include:

• Direct sellers. These include retailers like Nike who sell their branded products directly to customers. It also includes stores like Target that sell their own products as well as products from other brands.
• Online intermediaries. Sites like Amazon and Etsy are B2C businesses that sell products from a range of brands to consumers.
• Services. Hotels, colleges, and gyms use B2C salespeople to encourage users to buy and continue using their services.
• Subscription services. Another framework for B2C sales is subscription services, which means buying goods or services on a regular, renewable basis. Think about Spotify, Netflix, or HelloFresh.

Because marketing plays such a big role in B2C, sales in B2C are often overlooked. Instead, B2C sales is often defined in comparison to B2B sales.

There are many overlaps in B2B and B2C sales. In fact, many businesses have both B2B and B2C sales teams within the same organization.

For example, a hotel will have a B2C sales team that works with individual or small groups of travelers to book travel and events. At the same time, their B2B sales team will work with corporate groups to negotiate rates. This team may also develop wholesale relationships with booking agents and travel agencies.

There are also similarities between B2B and B2C sales. To be effective in sales, you must:

• Ask the most crucial question: “Why do I deserve the business of a potential customer?”
• Step into your customer’s shoes, evaluate their needs, and ensure that the solution you’re offering genuinely addresses their needs.
• Develop a strong relationship and clear communication with your marketing team.
• Have a clear understanding of your business’s sales process and strategy.
• Know how to analyze and use consumer data.
• Encourage consumers to promote products after purchase.
• Understand and develop customer service skills.
• Offer multi-channel service and engage with consumers where it’s most convenient for them.

Though there are many ways these two approaches to sales are alike, let’s talk about some key differences.

The Difference Between B2B and B2C Sales

Using Partners to Approach Customers

B2B Sales

During my time in B2B sales for a tech company, we had a promising potential client who was highly interested in our product after a successful demo. However, despite their enthusiasm, the deal kept stalling due to a lengthy bureaucratic approval process.

At some point, we discovered that this client was already working with one of our technology partners. Recognizing an opportunity, we reached out to our partner, who then introduced our product to the client within their existing business relationship. This endorsement provided the credibility and push needed to finalize the sale.

By sharing this experience, I am trying to reinforce the power of partnerships in B2B sales. Collaborating with established partners builds trust, accelerates decision-making, and ultimately helps close deals more efficiently.

B2C Sales

Unlike B2B, B2C sales mostly involve direct engagement with individual consumers. Since the decision-making process is more personal and immediate, B2C businesses focus on marketing, customer experience, and direct sales channels rather than leveraging partnerships to approach customers.

After-Sales Customer Service

B2B Sales

In B2B, especially when selling tech products, strong after-sales support is an added benefit. Businesses often require feature modifications, troubleshooting, and ongoing training to fully integrate the software into their operations. A well-supported client is more likely to continue using the product effectively and see its long-term value.

Even though after-sales service wasn’t part of my official job description, I made it a habit to check in with my point of contact. Not only did this strengthen my relationship, but it also created opportunities for potential upselling.

Pro tip: Staying engaged post-sale ensures the business remains satisfied and reinforces trust in your company.

B2C Sales

While customer service exists in B2C, it operates differently compared to B2B. After-sales support is often not directly linked to sales, and it usually serves as a separate department in the company.

Individual purchases tend to be lower in complexity and value (more on this in the next point). For fast-moving consumer goods, customer service is almost nonexistent, as products are designed for quick, hassle-free consumption with minimal follow-up required.

Value per Customer and Purchase Risk

B2B Sales

B2B products are often high in value. B2B consumers usually want to know the return on investment (ROI) and lifetime value (LTV) before deciding to take the risk or limit it.

B2C Sales

B2C products and services usually have lower prices than B2B products. This is because many B2C products involve one-time quick purchases, and it doesn’t always take a salesperson to close a deal.

Focus as a Salesperson

B2B Sales

B2B sales will work with a larger number of stakeholders. During the sales process, B2B sales may need to sell their products and services to many people in an organization.

This might include:

• Decision-makers
• Gatekeepers
• Department leaders
• Subject matter experts
• Policy experts

This complexity can make it challenging to stay focused during the sales process. For instance, I once participated in an online demo for a leading U.S. space agency, where over 15 people were on the call. No one had their cameras on.

Establishing a connection felt nearly impossible, and I later discovered that many attendees were neither decision-makers nor end users. In such scenarios, the conversation feels less impactful, and it’s harder to drive the sale forward.

B2C Sales

In contrast, B2C sales involve individual customers who typically navigate the buyer’s journey independently. For high-value purchases like cars or homes, they may seek input from partners, friends, or family, but the decision-making process is generally more straightforward than in B2B sales. The focus for a salesperson in B2C sales is usually always the end consumer.

Sales Cycle

B2B Sales

The sales cycle in B2B is significantly longer and more involved. It often includes numerous steps such as lunches, pitches, product demos, and multiple rounds of discussions.

In my previous role, I was sent by the company to various cities to attend tech conferences and connect with potential customers. I recall a three-day event where, after several discussions with a prospect, he expressed interest in meeting with senior leaders from my team.

By the time we managed to schedule and hold that first meeting, two weeks had passed. By sharing this experience I mean to highlight how crucial patience is in B2B sales and how it’s normal for things to take time to align.

Pro tip: As the sales cycle is relatively long in B2B, I suggest spending more time trying to sell directly to C-level executives and decision-makers. It’s helpful to remember that 57% of C-level and VP buyers prefer to be contacted by phone.

B2C Sales

B2C sales typically feature a quicker path to purchase. While consumers may rely on reviews, their buying decisions are often faster, especially in retail. B2C sales cycles are generally more impulsive, with customers making quicker decisions compared to the extended, methodical processes in B2B.

Marketing plays a significant role in getting B2C customers onto lead lists, with social channels, affiliate programs, and ads contributing to brand awareness. Once the customer is engaged, the sales process tends to be much faster.

Success as a Salesperson

B2B Sales

In B2B sales, success doesn’t come easily. It requires a significant investment of time and effort to establish a reputation in the industry. I remember when I first started at the tech company, I was the least experienced salesperson on a team of eight.

My first major challenge was responding to an RFP from a large oil and gas company. The document shared by that company was hundreds of pages long, and as part of my role, I had to craft a proposal that demonstrated how our solution could meet their needs.

I spent a lot of my early days working on this. Naturally, I wasn’t producing immediate sales results. It was a humbling experience that reshaped my expectations of success in the B2B sales process.

B2C Sales

It’s easier to demonstrate your ability as a salesperson in B2C sales. From a career’s point of view as well, B2C sales is more approachable and easier to enter. With shorter sales cycles and less complex decisions, sales are typically easier to achieve. So, it’s simpler to showcase your effectiveness and prove you can excel in the role.

Decision-Making Differences

B2B Sales

B2B purchases present more risk to the business. They often have the potential to disrupt systems and processes that the business relies on. To convince a range of stakeholders, facts are usually the most effective strategy.

Customer testimonials play a more significant role in establishing credibility. Also, certain social media platforms play a role in reaching a decision. For instance, YouTube is a key resource for B2B buyers, with around 65% relying on it for purchase insights.

Source

The buying process in B2B is more calculated and deliberate as it’s likely to have an impact on their long-term decisions.

B2C Sales

A B2C buyer is often resolving an urgent need. Because of this, B2C sales are often emotional or impulsive. So, B2C sales reps often need to compete with word-of-mouth, habits, cravings, and advertising to get a consumer to switch brands.

For expensive or long-term purchases, like choosing a college or planning a wedding, B2C consumers may approach the buying process more like B2B buyers.

Product Usage

B2B Sales

Most B2B buyers are purchasing on behalf of their business. This means that a committee makes most decisions, not the people who use the product.

Because of this, a B2B salesperson may need several different strategies for selling a single product.

B2C Sales

B2C buyers are buying for themselves. This means that sales strategies will target the individual and the needs that they share at the moment.

Number of Leads per Salesperson

B2B Sales

In B2B, there is usually a smaller number of potential business leads, and salespeople spend more time with each lead. I feel that is great because they know how to focus their sales efforts.

But it‘s a challenge because the long cycle and defined lead pool give competitors more chances to break in before you close a sale.

B2C Sales

B2C sales may have a base of millions of potential customers. Sales and lead volumes are high, but the leads aren’t always the right fit.

It’s often a B2C sales job to identify the right leads, and time management is key. The more time you spend on a lead that won’t close, the less likely you are to meet your sales goals.

Influence of Discounts

B2B Sales

Because most B2B buyers are purchasing on behalf of their company, they have a budget to work with and usually an internal approval process. This might mean a slow timeline but less interest in discounts.

B2C Sales

A B2C consumer usually buys with their own money, so they tend to invest more in discounts. This is especially true in industries where discounts are the norm, like travel and hospitality.

Customer Acquisition Cost (CAC)

B2B Sales

The high price point and low number of quality leads in B2B sales usually demands a higher cost of acquisition. Because B2B deals involve longer sales cycles, extensive nurturing, and multiple decision-makers, companies must invest heavily in personalized outreach, account-based marketing, and sales team efforts.

I suggest checking out this post on the differences between B2B and B2C marketing to learn more.

B2C Sales

Most of the CAC in B2C goes toward marketing. Businesses can rely on digital marketing strategies such as social media posts and influencer collaborations to attract and convert customers at scale. B2C sales in industries like travel and education may have a higher CAC.

Sales Experience

B2B Sales

B2B salespeople are working with experts in their industries and selling complex products and services. The sales experience is derived more by the depth of industry knowledge, the ability to provide tailored solutions, and the strength of relationships built throughout the process.

I believe that nowadays social selling is a game-changer. Research shows that sales leaders who embrace social selling are 51% more likely to hit their quotas than those who don’t. Even more compelling, 78% of social sellers outperform their peers who aren’t constantly active on social media.

I suggest going to this article if you want to learn more about rocking the B2B sales experience.

B2C Sales

B2C sales are generally simpler and more transactional. Many B2C brands have embraced meme marketing to boost engagement and build brand recognition. As there’s a big overlap between B2C marketing and sales (more on this below), I think the sales process has also become more casual.

For example, a brand that adopts Gen Z language to connect with a younger audience instantly feels more relatable. Also, as most B2C purchases involve lower risk, there’s typically less need for an in-depth sales strategy or extensive buyer nurturing.

How different are B2B and B2C sales really?

The creator economy and the rise of B2B ecommerce have blurred some of the lines between B2B and B2C sales in the last several years. Consumers today have more direct access to products and services than ever before.

These shifts mean that both B2C and B2B salespeople need to be flexible and adapt themselves to the changing market. Many B2B companies have also started operating on the emotions of a smaller group of individual leaders. So, businesses now make quicker and more emotional investments than businesses of the past.

B2C Engagement

Whether you are selling cars, houses, or gym memberships, B2C engagement depends on what is being sold and who is selling it.

But, I think there are a few common challenges in the B2C sales process that you can tackle to improve engagement.

Prevent lead leakage.

Because B2C salespeople get leads from a variety of sources, they run the risk of losing leads quicker than they can contact them.

For example, an online lead may be easy to convert, but a drop-in or offline lead may get lost in the shuffle of everyday tasks. Check out this resource to make the most of your sales pipeline.

Nurture leads at every stage of the buyer’s journey.

The high volume of incoming B2C leads makes it difficult to keep nurturing leads who are further down the pipeline. Time management and prioritizing is essential. These skills can help you keep quality leads engaged and assess whether incoming leads can return value.

Stay organized.

Keeping your notes in a single system like the HubSpot CRM platform makes it easier to create and review notes, then quickly return customer calls.

I’ve found that adding a CRM can also help your business collect more reliable data to update your outreach strategies.

Know your product.

Many sales reps stop learning after their initial training. But, continuous training is important for salespeople to set expectations for consumers. Product knowledge is more than closing a deal — it’s about delighting your customers.

Let’s talk about how to excel at B2C sales.

B2C Sales Tips

1. Understand who you’re selling to.

I highly recommend having a solid picture of your target demographic when devising your B2C marketing and sales strategies. You’ll waste a lot of time, effort, and money trying to indiscriminately appeal to anyone and everyone. Do some research, understand your customer base, and develop detailed buyer personas.

As per HubSpot’s definition, a buyer persona is “a semi-fictional representation of your ideal customer based on market research and real data about your existing customers.”

Make your buyer persona today!

For instance, say I knit and sell kitten sweaters. I notice that 50-to-70-year-old cat lovers from rural areas make up a significant part of my business. I use that information to develop a buyer persona specific to those qualities.

That base is probably going to gravitate toward a different brand of sales than young professionals in their twenties. My experience with B2C sales has made me understand who I’m appealing to, so I tailor my messaging and sales pitches accordingly.

Pro tip: Use the Make My Persona tool to create custom buyer personas for your target products and services. Using this persona, remember important details while you’re working with customers.

2. Establish rapport if you’re selling face-to-face.

If I am personally interfacing with my customers, I’m going to need to put them at ease and earn their trust throughout the sales process. I do this by understanding their needs and sell on that basis.

B2C selling is personal. I’m convincing a single consumer to spend their own money to accommodate their individual needs. That means I have to give them a personal stake in my pitch and messaging. The best way to do that is to let them know that I’m invested in their best interests.

Offer thoughtful insights and direct your conversations without dominating them. Be authentic. And do what you can to make your customers understand that you have both the know-how and genuine desire to solve their problems with your product or service.

Pro tip: The goal is to increase the chances of building rapport and talking to the right person. For a more in-depth look at needs-based selling, check out this article.

3. Bolster your ecommerce presence if your business is online.

If you think most of your business will happen online, I recommend keeping track of your ecommerce conversion rate. That figure is the most crucial metric in determining the health of your online business and the efficacy of your online messaging.

Having a great product or service is one thing. Making it readily accessible and attractive for purchase is another.

To improve your B2C sales online, you should look into taking steps like:

• Adding explainer videos to your product pages.
• Giving visitors a clear and attractive set of product images.
• Adding web chat features that allow customers to ask product questions online.

It can only help to take these kinds of strides. Giving your prospective customers a smooth, accessible user experience on your site is a great way to improve your online B2C sales.

Pro tip: Business analytics can help you add urgency to your favorite selling points. This quick, free analytics course can help you use your consumer data for more effective selling.

https://youtu.be/948bKC6pGcA

4. Follow up with and delight both new and existing customers.

When I land a new customer online, I send them an email to let them know I appreciate their business. I assure them that I’ll be there for them from then on out. And, I try to address any issues they may have with their purchase.

Pay special attention to your existing customers. Let them know you’re still thinking of them well after you’ve earned their business.

My advice would be to consistently contact them without badgering them. Carefully scheduled emails and promotions to your previous customers can pay off in spades.

Turning one-time buyers into repeat customers leads to excellent ROI, and turning repeat customers into brand evangelists is even better. They’ll tell their friends and family about how awesome your product or service is. That means free promotion.

Final Advice on B2C Sales

Maximizing your company’s potential goes beyond just making sales. It’s also about strengthening your service infrastructure and refining your outreach strategies. I think B2C sales is challenging to navigate, but with the right approach, you can streamline the process and drive meaningful results.

Remember to stay adaptable and customer-focused. Try to foster their loyalty. Keep learning and evolving. This way, you position your business for long-term success!

This post was originally published in January 2020 and has been updated for comprehensiveness.

A concrete business growth strategy is more than a marketing effort. It’s a crucial cog in your business machine. Without one, you’re at the mercy of a fickle consumer base and market fluctuations.

So, how do you plan to grow?

If you’re unsure about the steps needed to craft an effective growth strategy, I’ve got you covered.

Table of Contents

• Business Growth
• Business Growth Strategy
• How to Grow a Company Successfully
• Growth Strategy Examples
• Why You Need a Business Growth Plan
• Types of Business Growth
• Types of Business Growth Strategies
• The Key to Growing Your Business

Why You Need a Business Growth Plan

So why do I think building a business growth plan is so crucial, even for established businesses?

There are so many reasons, but here are three that apply to almost all companies at some point:

• Funding. Functionally, most businesses are always on the lookout for investors. You’ll have an advantage if you present a solid growth plan to convince them. Most expect it.
• Insurance. Growth creates financial padding, like a forcefield to protect your business when unexpected issues crop up. The economic upheaval for brick-and-mortar businesses in 2020 is a perfect example.
• Credibility and creditability. For brand new businesses, getting a loan and making sure you can repay your bank is at the top of the priority list. There’s no real profit until that debt is managed. Having a growth plan will not only help you secure a business loan, but it will also be there to refer to so you’ll know what to do to continue making your payments.

For the majority of businesses, growth is the main objective. Business decisions are often made based on what would contribute to the company’s continued growth and overall success.

Several methods can facilitate growth, which I’ll explain more about below.

Types of Business Growth

As a business owner, you’ll have several avenues for growth. Business growth can be broken down into the following categories:

1. Organic

With organic growth, a company expands through its operations using its internal resources. This is in contrast to seeking external resources to facilitate growth.

An example of organic growth is making production more efficient so you can produce more within a shorter time frame. This means more sales with half the effort.

A perk of using organic growth is that it relies on self-sufficiency and avoids taking on debt. Additionally, the increased revenue created from organic growth can help fund more strategic growth methods later on.

Example: Organic growth could be putting some of your revenue aside to purchase a second machine. A second machine would double your production without debt. This increases your ability to take on larger orders. This way, you create more revenue to invest in a third machine or fund another growth strategy.

2. Strategic

Strategic growth involves developing initiatives that will help your business grow long-term. An example of strategic growth could be creating a new product or a market strategy to target a new audience.

Strategic initiatives often require significant resources and funding. Businesses usually take an organic approach first, hoping their efforts will generate enough capital to invest in future strategic growth initiatives.

Pro tip: Strategic growth can be a major endeavor, depending on the size of your business. Be prepared to learn a lot, work hard, and see slow development. Or, hire a skilled employee to work hard at it for quicker results.

Another option is to spend the money on a user-friendly platform you or an employee can manage. Strategic growth is easily a full-time job for anyone, if not for a team of professionals.

3. Internal

An internal growth strategy helps optimize internal business processes to increase revenue. This strategy relies on companies using their own internal resources.

Internal growth strategy is all about using existing resources in the most purposeful way possible.

Internal growth can be challenging because it forces companies to look at how their processes can be improved for efficiency rather than focusing on external factors like entering new markets to facilitate growth.

Example: Cutting wasteful spending and running a leaner operation by automating sales with AI is an example of internal growth.

4. Mergers, Partnerships, Acquisitions

Although riskier than the other growth types, mergers, partnerships, and acquisitions can come with high rewards.

There’s strength in numbers. A well-executed merger, partnership, or acquisition can help your business break into a new market. You can also expand your customer base or increase your products and services.

A company’s industry and target market influence its chosen growth strategies.

To create a strategy, consider the available options and strategically work them into your business plan. Depending on the kind of company you’re building, your growth strategy might include aspects like:

• Adding new locations.
• Investing in customer acquisition.
• Franchising opportunities.
• Product line expansions.
• Selling products online across multiple platforms.

Pro tip: Your particular industry and target market will influence your decisions, but it’s almost universally true that new customer acquisition will play a sizable role.

That said, you can adopt different types of overarching growth strategies before making a specific choice, such as adding new locations. Let’s take a look.

Types of Business Growth Strategies

There are several general growth strategies that your organization can pursue. Some strategies may work in tandem. For instance, a customer and market growth strategy will typically go hand-in-hand.

Revenue Growth Strategy

A revenue growth strategy is an organization’s plan to increase revenue over a time period, such as year-over-year. Businesses pursuing a revenue growth strategy may:

• Monitor cash flow.
• Leverage sales forecasting reports.
• Analyze current market trends.
• Diminish customer acquisition costs.
• Pursue strategic partnerships with other businesses to improve the bottom line.

Specific revenue growth tactics may include:

• Investing in sales training programs to boost close rates.
• Leveraging technology to improve sales forecasting reports.
• Using lower-cost marketing strategies to lower customer acquisition costs.
• Continuing to train customer service reps to increase customer retention.
• Partnering with another company to promote your products and services.

Pro tip: Revenue for the sake of personal income is often essential at the start of a business, and end of a business to use as enticement for selling the company. While you look to the future with your company running, it’s wise to use revenue growth toward continued overall business growth.

Customer Growth Strategy

A customer growth strategy is an organization’s plan to boost new customer acquisitions over a time period, such as month-over-month.

Businesses pursuing a customer growth strategy may be more open to making large strategic investments, as long as the investments lead to greater customer acquisitions.

For this strategy, you might track:

• Customer churn rates.
• Calculate customer lifetime value (CLV).
• Leverage pricing strategies to attract more customers.

With new customer sign-ups as the North Star metric, you might spend more on marketing, sales, and CX.

Specific customer growth tactics may include:

• Investing in your marketing and sales organization’s headcount.
• Increasing advertising and marketing spend.
• Opening new locations in a promising market you’ve not yet reached.
• Adding new product lines and services.
• Adopting a discount or freemium pricing strategy.
• Tracking metrics such as churn rates, CLV, and monthly recurring revenue (MRR).

Pro tip: Remember that it’s about people. Market research tools such as trend monitoring can help keep you aware of what your target audiences are genuinely interested in. This way, you can personalize your marketing to meet their needs.

Marketing Growth Strategy

A marketing growth strategy is similar, but not the same as, a market development strategy. This strategy is an organization’s plan to increase its total addressable market (TAM) and increase existing market share.

Businesses pursuing a marketing growth strategy will research different verticals, such as:

• Customer types.
• Audiences.
• Regions.

This helps give brands a measure of the viability of a market expansion.

Specific marketing growth tactics may include:

• Rebranding the business to appeal to a new audience.
• Launching new products to appeal to buyers in a different market.
• Opening new locations in other regions.
• Adopting a different marketing strategy, like local marketing or event marketing, to appeal to other markets.
• Becoming a franchisor so that individual business owners can buy franchises from you.

Pro tip: The idea here is to get a bigger slice of the pie by growing into already established markets. Instead of finding new markets, this strategy finds space in existing ones.

1. Use a growth strategy template [Free Tool].

Download HubSpot’s Free Business Growth Strategy Template

With any new venture, you need to document your steps. I recommend downloading this free Growth Strategy Template and working off the included section prompts to outline your intended process for growth in your organization.

New business ventures are 260% more likely to launch if they have a business plan and 30% more likely to grow when they have a plan for it. You can still run, but plan your route first!

2. Choose your targeted area of growth.

Your business growth plan should hone in on specific areas of growth. Common focuses of strategic growth initiatives might include:

• Growth in employee headcount.
• Expansion of current office, retail, or warehouse space.
• The addition of new locations or branches of your business.
• Expansion into new regions, locations, cities, or countries.
• The addition of new products and services.
• Expanding purchase locations, like in-store or online.
• Growth in revenue and/or profit.
• Growth of customer base.
• Customer acquisition rate.

Your growth plan may encompass more than one of the initiatives outlined above, which makes sense — the best growth doesn’t happen in a vacuum. For example, growing your unit sales will result in revenue growth — and possibly additional locations and headcount to support the increased sales.

Pro tip: Geographical spread is popular right now. In a 2023 Forbes survey, 79% of business owners focused on expanding into new geographies. Of small brick-and-mortar and online sellers, 90% want to do the same. Expanding your geographic footprint might be a good option!

3. Conduct market and industry research.

Researching the state of your industry is the best way to determine if your desired growth is both necessary and feasible. Conduct research by:

• Running surveys.
• Hosting focus groups with existing and potential customers.
• Digging into existing industry research.

The knowledge and facts you uncover in this step will shape the expectations and growth goals for this project to better determine a timeline, budget, and ultimate goal.

4. Set growth goals.

The next step is to determine how much you’ll be growing. To do that, you’ll need to set goals.

These goals should be based on your endgame aspirations of where you ideally want your organization to be. Your goals should also be achievable and realistic, which is why setting a goal based on industry research is so important.

Take the steps to quantify your goals in terms of metrics and timeline. For example, your goal may be to “grow sales by 30% quarter-over-quarter for the next three years” instead of just “increasing sales.”

Pro tip: Try to be SMART about your goals. Make them Specific, Measurable, Achievable, Relevant, and Timely based on the results of your market research.

5. Plan your course of action.

Next, outline how you’ll achieve your growth goals with a detailed growth strategy. Again, I suggest writing out a detailed growth strategy plan to gain the understanding and buy-in of your team.

Download this Template

This action plan should contain a list of:

• Action items.
• Deadlines.
• Teams or persons responsible.
• Resources for attaining your growth goal.

6. Determine your growth tools and requirements.

The last step before acting on your plan is determining any requirements your team will need through the process. These specific resources will help you meet your growth goals faster and more accurately. Examples might include:

• Funding. Organizations may need a capital investment or an internal budget allocation to see this project through.
• Tools & Software. Consider what technological resources may be needed to expedite and/or gain insights from the growth process.
• Services. Growth may be better achieved with the help of consultants, designers, or planners in a specific field.

7. Execute your plan.

With all of your planning, resourcing, and goal-setting complete, you’re ready to execute your business growth plan and deliver results for the company.

Make sure to:

• Holding your stakeholders accountable.
• Keep the line of communication open.
• Compare initial results to your forecasted growth goals to see if your projected results are still achievable.
• Adjust, if necessary.

Your growth plan and the tactics you leverage will ultimately be specific to your business, but there are some universal strategies you can implement when getting started.

Companies can implement different growth strategies to expand a business and its revenue. Check out this list of company growth strategy examples.

1. Viral Loops

Some growth strategies are tailored to be completely self-sustainable. They require an initial push but ultimately rely primarily (if not solely) on users’ enthusiasm to keep them going. One strategy that fits that bill is the viral loop.

The basic premise of a viral loop is straightforward:

• Someone tries your product.
• They’re offered a valuable incentive to share it with others.
• They accept and share with their network.
• New users sign up, see the incentive for themselves, and share with their networks.
• Repeat.

Ideally, your incentive will be compelling enough for users to actively and enthusiastically encourage their friends and family to get on board. At its best, a viral loop is a self-perpetuating acquisition machine, operating 24/7.

That said, viral loops are not guaranteed to go viral. And they’ve become less effective as they’ve become more commonplace. However, the potential is still there.

Part of the appeal is that the viral loop flips the traditional funnel upside-down:

What we like: Instead of needing as many leads as possible at the top, a viral loop funnel requires just one satisfied user to share with others. The system continues growing as long as every referral results in at least 1.1 new users.

Viral Loop Example: Dropbox

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Dropbox is one product I use that uses viral loops as a growth strategy. Here’s how I fit into the company’s viral loop:

• I tried Dropbox as a cloud storage solution.
• I saw that I could get 500MB of free space for each successful Dropbox referral.
• I sent a referral link to my friends.
• Some of them signed up and used the same referral program with their networks.

The incentive is strong enough to drive new people to sign up, increasing the number of Dropbox users as a whole.

2. Milestone Referrals

The milestone referral model is similar to the viral loop. It relies on incentives to kickstart and sustain it. But milestone referrals add a more intricate, progressive element to the process.

Companies that leverage viral loops generally offer a flat, consistent offer for individual referrals. Milestone referrals, though, offer rewards for hitting specific benchmarks.

In many cases, “milestones” are metrics like the number of referred friends.

A business might include different or increasingly enticing incentives with more referrals, iinstead of a fixed incentive for each referral. For example, if a customer refers ten friends, they’ll receive a better reward compared to those who only refer two new people.

What we like: This strategy adds an engaging element to the referral process. When done right, milestone referrals are simple to share with relatively straightforward objectives and enticing, tangible products as rewards.

Milestone Referral Example: Morning Brew

I’m a huge Morning Brew fan. In fact, I start my day with the Daily Brew and my cup of coffee. However, I didn’t know the site had a milestone referral program until I began researching for this article.

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The more people who sign up using my referral code, the better swag I get. Three referrals get me a sticker pack. Five earn me a tote bag. And with 25 referrals, I’ll get mailed a backpack. This system gamifies referral for a product that’s free, making people more likely to share Morning brew.

3. Word-of-Mouth

Word-of-mouth is organic and effective. Recommendations from friends and family are some of the most powerful incentives for consumers to purchase or try a product or service.

The secret of word-of-mouth’s effectiveness lies in a deeply rooted psychological bias: we think others know best.

That’s why social proof is so effective. Social proof is central to successful sales copywriting and broader content marketing efforts because it says, “Hey, people trust us.”

Businesses know in today’s customer-driven world, a single negative blog or social media post can compromise an entire marketing effort.

Pete Blackshaw, the father of digital word-of-mouth growth, says, “Satisfied customers tell three friends; angry customers tell 3,000.”

Pro tip: The key to word-of-mouth is to focus on a positive user experience. You need to grow a base of satisfied customers and sustain the wave of loyal feedback that comes with it. With this method, you have to focus on delivering a spectacular user experience, and users will spread the word for you.

Word of Mouth Example: Salud

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When I felt the early stages of a scratchy throat, I used to reach for Vitamin C tablets or mix-in powders. However, a friend recently brought over a few packets of Salud, a brand of beverage mixes that have hydration and immunity beverages.

I loved how these packets tasted, inspired by Latin flavors common in aguas frescas. Now, I keep a few in my cabinet. And, I’m not the only one in my social circle with Salud. I’ve noticed it in my other friends’ cabinets, showing the power of word of mouth.

4. The “When They Zig, We Zag” Approach

Sometimes, a company’s best growth strategy is to offer a unique experience that sets it apart from other businesses in its space.

Say your company developed an app for transitioning playlists between music streaming apps. Assume you have a few competitors who all generate revenue through ads and paid subscriptions — both of which frustrate users.

In that case, you might be best off trying to shed some of the baggage that customers run into trouble with when using your competitors’ programs. If your service is paid, you could consider offering a free trial of an ad-free experience from the start.

What we like: The point here is that there’s often a lot of value and opportunity in differentiating yourself. If you can “zig when they zag,” you can capture consumers’ attention and capitalize on their shifting interests.

Zig Zag Example: Octave

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Online mental health is a space with a lot of competition. BetterHelp, Talkspace, and Modern Health all offer online counseling sessions. However, when a friend of mine started talking about Octave, my ears perked up.

Octave allows users to put in their insurance information and find therapists who are in-network for their healthcare plans. You don’t have to pay any additional fees to use the platform. Octave helped my friend find a therapist who actually accepts her insurance without a premium fee or surcharge.

This insurance angle differentiates Octave from digital mental health competitors. Its focus on mental health is more specific than doctor search sites like Zocdoc, showing the power of differentiation as a growth engine.

5. In-Person Outreach

Adding a human element to your growth strategy can help set things in motion for your business, and it’s highly effective.

Prospects are often receptive to a personal approach. And nothing is more personal than immediate, face-to-face interactions. Personally interacting with potential customers can be a great way to get your business the traction it needs to get going.

This could mean:

• Hosting or sponsoring events.
• Attending conferences relevant to your space.
• Hiring brand ambassadors.

In reality, it’s any other way to directly and strategically reach out to your target demographic in person.

What we like: With consumers used to being saturated with ads, in-person outreach shakes things up and will stand out to them.

In-Person Outreach Example: Conferences

If you want an example of in-person outreach in action, look no further than Inbound, HubSpot’s annual conference. Sponsors of the event have booths where they can demo products for interested business leaders. They can also give out swag and answer questions, getting in front of potential customers.

6. Market Penetration

Competition is a necessary part of business, but it can be tough going.

Imagine that two companies in the same industry are targeting the same consumers. Typically, whatever customers Business A has, Business B does not. Market penetration is a strategy that builds off of this tug-of-war.

Market penetration increases the market share of a product within the given industry. Market share refers to the percentage of total sales in an industry generated by a company.

Market Penetration Example: Coca-Cola

Coca-Cola, the most popular carbonated beverage in the United States, has a 42.8% market share. If competitors like Pepsi and Sprite wanted to increase market penetration, they would need to increase market share. This increase would imply that they are acquiring customers who previously bought Coca-Cola or other carbonated beverage brands.

Pro tip: While lowering prices and advertising are two costly yet effective tactics to increase market share, they are part of businesses’ methods for overall sales and customer retention.

7. Market Development

If a company feels as if they have plateaued and its current market no longer has room for growth, it might switch strategies from market penetration to market development.

Market development strategies help businesses to tap into a new markets and territories by creating new products or finding innovatise uses for a project.

Pro tip: Brainstorm adjacent products or services you could offer to expand into new markets.

Market Penetration Example: Uber

Uber launched in 2009 as a rideshare company, allowing people with cars to pickup passengers as a gig. In 2014, the company expanded its offerings with UberEats, allowing customers to order food and have it delivered — even if the restaurant does not directly offer delivery. Two years later, the company launched Uber Freight, an app that matches cargo carriers with shippers.

This growth is still underway today. In 2025, Uber expanded

• A program that serves teen riders to 26 new countries.
• A Shopper Pick & Pack program that allows gig workers to shop for orders and hand off completed bags to couriers.
• A Broker Access capacity-as-a-service solution that gives freight brokers direct access to the company’s technology platform.

The company started as a way to get passengers to their destinations. Uber expanded their idea and has become one of the biggest names in mobility today.

8. Product Development

For growth, many businesses need to introduce something new. Product development allows companies to attract new customers and retain existing ones by creating a new product or enhancing an existing one.

Pro tip: While this is one of the most common ways a business grows, be sure you’re listening to your customers so you know what they’re looking for.

Product Development Example: Apple

Tech giant Apple doesn’t just make a product and rest on its laurels. The company invests major time and money into product development. According to Statista, the company spent $31.4 billion on research and development in 2024. The goal here is to improve products so people stay loyal to the brand or add another Apple device to their tech stack.

9. Growth Alliances

Growth alliances are strategic collaborations between companies. They further the growth goals of the involved parties.

Pro tip: To make a growth alliance, look for an adjacent business that already serves your target audience (and vice versa) to benefit you both.

Growth Alliances Example: Sephora and Ulta

Sephora partnered with retailer Kohl’s in 2020, starting a growth alliance that benefitted both brands. Sephora gets to have products in new locations, reaching busy shoppers in an older age demographic who may not have time to visit their store. Kohl’s brings makeup lovers into the store, who can then shop for other products at the retailer.

In 2022, we also saw Target forming a growth alliance with Ulta Beauty to create dedicated shop space for Ulta in at least 800 stores. The following year, Fenty Beauty teamed up with Ulta Beauty at Target. Ulta Beauty and Fenty can get their products in front of shoppers at a major retailer. Target has the benefit of becoming an even more dominant one-stop-shop for customers.

10. Acquisitions

Companies can use an acquisition strategy to promote growth. By acquiring other businesses, companies expand their operations by creating new products or expanding into a new industry.

Acquisitions offer significant benefits to companies, such as:

• Allowing for faster growth.
• Gaining access to more customers.
• Reduced lower business risk.
• And more.

What we like: This is an easy (though sometimes expensive) way to grow since the products or services you acquire are already established and come with a customer base.

Acquisitions Example: Procter & Gamble

Founded in 1837, Procter & Gamble is a consumer goods company known for its acquisitions. It initially started in soaps and candles but currently has 65 acquired companies, allowing it to expand into different markets.

The list includes Pampers, Tide, Bounty, Tampax, Old Spice, and more. Although its sales dipped between 2016 and 2019, Procter & Gamble’s net sales for 2023 were $84 billion, its best year within the last decade.

11. Organic Growth

Organic growth is the most ideal business growth strategy. It could look like:

• Focusing on SEO.
• Developing engaging content.
• Prioritizing advertisements.

Instead of focusing on external growth, organic growth is a sustainable strategy that promotes long-term success.

What we like: Organic growth should always be part of your game plan, even while pursuing other business growth strategies. If your business isn’t growing organically, you’re not doing something right.

Organic Growth Example: Marketing at HubSpot

Looking to see organic growth in action? Well, this blog post and the HubSpot Blog on whole are a part of that strategy. This blog’s SEO team helps identify topics that people are searching for, so writers like me can craft engaging content that brings people into our ecosystem.

The site doesn’t have paid ads, but writers include product mentions and CTAs that point to our product.

12. Leverage Social Media

A strong social media presence can be invaluable to marketing and business growth. You’ll need to establish brand pages on all social media platforms like:

• Instagram.
• Facebook.
• Pinterest.
• TikTok.
• X.

Social media can help you increase engagement with your target audience and make it easier for potential customers to find your brand.

It’s also great for word-of-mouth promotion, as existing customers will likely share your content with their network. There has been a huge upswing in the popularity of using social media influencers as well. The global influencer marketing platform industry is expected to reach $22.2 billion by 2025.

Pro tip: Be where your customers are. Research which social media channels are most popular with your target audience and focus your efforts there.

Social Media Example: Stanley Cup

In 2023, TikTok user danimarielettering posts a video of her car after it caught on fire. She picks up a Stanley Cup in the car’s cup holder. She gives it a shake. There’s still ice jingling against the metal. The TikTok went viral, and the brand gave the video maker a new car.

Stanley continued to ride the social media wave. People began posting videos of their Stanley cup collections and their excitement over new colors of the product hitting the market, showing how social buzz can help you grow.

13. Provide Excellent Customer Service

It can be tempting to focus on acquiring new customers, but maintaining loyalty with your existing customers is just as important. Existing customers already love your brand and may evangelize for you for free.

Providing an excellent customer service experience ensures that you’ll continue to keep the customers you have. Plus, there’s a good chance you’ll reap some high-value referrals, too.

What we like: Customer retention offers one of the best ROIs, so it’s definitely worth investing in. Check out these strategies to keep your customers happy and coming back.

Customer Service Example: AMC Theaters

This is an example that hits close to home. I wanted to see a limited-release movie at a local theater. However, I noticed that the website time showed 10 a.m. instead of 10 p.m., making it the only location with a daytime showing.

I called the theater to see if the posting was a mistake. Turns out it was! The staff had to repost the movie time. However, on my call, I was able to reserve the seats I was eyeing in the previous booking. My problem was resolved with no issue, and I got to keep the best seats in the house.

I’m now loyal to that AMC location after the great service I received, making it my theater of choice.

The Key to Growing Your Business

Controlled, sustainable growth is the key to successful businesses. Industries are constantly changing, and it is the responsibility of companies to adapt to these changes.

Successful companies plan for growth. They work for it. They earn it. So what’s your plan?

Editor’s note: This post was originally published in March 2020 and has been updated for comprehensiveness.

12 Powerful CRMs and Use Cases for a Growing Business

With so many customer relationship management (CRM) tools on the market today — and each with its own features, integrations, and capabilities — it can be challenging to find the right tool for your growing business.

How do you select the right CRM for your team? And how can you ensure that you’re taking full advantage of your CRM?

In this post, I’ll review 12 of the best CRMs on the market to help you narrow your search. With these example CRMs, I’ll also offer use cases for each tool to provide insight into how you can best use them.

Table of Contents

• What are CRM tools?
• 12 Best CRMs
• Types of CRM (with Examples)
• Choose Your CRM

I’ve used several different tools over the years, ranging from all-in-one CRM platforms to a simple project management system that I’ve automated to fit my needs. Ultimately, the best CRMs support sales activities, customer service, and customer retention.

In a perfect world, CRMs should also integrate with any marketing software to make for a smooth transfer of data. However, that’s not always the case — and that’s okay too. In my experience, starting somewhere and working to integrate is more effective than waffling on a decision, waiting for the perfect solution, and not ending up with any systems or processes for tracking customer data.

What’s more, with nearly every tool on the market bringing AI into the mix — the insights and integrations will only get better.

Whether you’re just starting out or are looking for a CRM that meets your needs better than the current solution, I’ve evaluated the following list.

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Here are 12 CRMs available today and examples of how you might use them.

1. HubSpot

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HubSpot is a CRM platform — meaning, it tracks customer relationships, as well as facilitates marketing, sales, and service processes. HubSpot is ideal for any scaling business (whether you’re small, mid-sized, or enterprise) and any team (such as marketing, sales, customer service, operations, or C-suite).

The platform combines Marketing Hub, Sales Hub, Service Hub, and Content Hub — along with hundreds of available integrations — to help you align all internal teams, gather meaningful insights, report on (and share) success and growth opportunities, create remarkable customer experiences, increase adoption, and delight your target audience throughout every moment of the buyer’s journey.

HubSpot serves as a single source of truth when it comes to managing your customer relationships — and with an exceptionally easy user experience (UX), you can spend more time on your customers and less time on software management and manual activities.

And speaking of your customers, they are a major part of what differentiates HubSpot from other CRMs on the market — HubSpot centers everything you do around your customers and the customer experience. As a result, you’re able to grow better and help your customers grow better, too.

Example of HubSpot in Use: Align Your Data

HubSpot syncs every interaction that happens between you and a contact to that contact’s timeline. This creates a single source of truth for every member of your team, from sales to marketing to service to ops.

This also makes it easy for your team to refer to and apply that contact data as needed. As a result, you’ll have the data alignment that’s necessary to effectively increase customer loyalty and delight.

Not to mention, you’ll be saving time in the process since HubSpot will enter, sync, and update your contact data for you — no more manual entry.

Did You Know? HubSpot Marketing Hub customers saw a 505% return on investment over three years. Check out our whitepaper for more insights into the business value of Marketing Hub (just like this one).

Testing It Out

A core part of HubSpot’s CRM is its predictive lead-scoring software, which uses machine learning to parse through thousands of data points to score leads. I found the setup process straightforward, and within minutes, the system started analyzing existing leads and assigning them scores based on their likelihood to convert.

By leveraging historical data and analyzing patterns in lead behavior, the software was able to prioritize leads who were genuinely interested in our offerings. Not only could the tool identify high-potential leads on its own, but it also allows me to create up to 25 different scoring systems to ensure that each lead is qualified adequately.

Overall, my experience with HubSpot’s predictive lead-scoring software was positive. Not only did it save me time, but it also improved the accuracy of my lead prioritization process.

Try the HubSpot CRM with AI.

Pricing

HubSpot CRM itself is a free tool, but the Hubs — including the Marketing, Sales, Service, Content, and Operations Hubs — are paid products.

• Marketing Hub. Starts at $15/month/seat (Starter), $800/month (Professional,) and $3,600/month (Enterprise)
• Sales Hub. Starts at $15/month/seat (Starter), $90/month/seat (Professional), and $150/month/seat (Enterprise).
• Service Hub. Starts at $15/month/seat (Starter), $90/month/seat (Professional), and $150/month/seat (Enterprise).
• Content Hub. Starts at $15/month/seat (Starter), $450/month (Professional), and $1,500/month (Enterprise).
• Operations Hub. Starts at$15/month/seat (Starter), $720/month (Professional), and $2,000/month (Enterprise).

These prices are billed annually.

2. Salesflare

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Salesflare is a B2B sales CRM platform, as it’s specifically built to track and organize your B2B operations. Their CRM automatically creates contacts and enriches them with additional details, including email signatures and complete customer timelines. The CRM then nudges you to follow up.

The Salesflare CRM has a built-in email sequence tool that allows you to send personal emails at scale, which can make your outreach way more efficient. And if you‘re a heavy LinkedIn user, you’ll appreciate their LinkedIn sidebar too, which allows you to create contacts from LinkedIn and find their email, all in a few clicks.

Example of Salesflare in Use: Track Your Sales

If you’re in B2B sales, it can be hard to keep track of every lead in your pipeline in an organized way. Sometimes, leads slip through the cracks, you can forget details, or you can follow up a little too late and lose the momentum.

That’s exactly what a B2B sales CRM platform like Salesflare is built for. It makes it very easy to keep track of your leads, so you don’t have to miss any details or lose out on revenue. Salesflare is also a great tool for sales managers who want to keep an eye on what their team is doing and coach them accordingly.

Testing It Out

When I tested Salesflare, two features stood out to me: the automated data entry and email & meeting tracking features.

The automated data entry was seamless; as soon as I connected my email and social accounts, Salesflare began pulling in information and populating customer profiles without any manual input from me. I found that the CRM automatically gathered details like contact information, company data, and even social media profiles to create comprehensive records for each lead and customer.

The email and meeting tracking feature was equally impressive. Every email I sent and received was automatically logged into the CRM, along with details about when it was opened and links the recipients clicked. This gave me a clear view of how engaged my leads were and helped me prioritize follow-ups.

The platform also tracked every meeting I scheduled and added it to the timeline, complete with notes and action items, which ensured I never missed a meeting and had all the context I needed for each interaction.

Pricing

30-day free trial available. The paid plans include:

• Growth. $29/user/month.
• Pro. $49/user/month.
• Enterprise. $99/user/month.

These plans are billed annually. If you want to register more than five users for the Enterprise plan, you’ll need to contact Salesflare’s team.

3. EngageBay

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EngageBay helps small businesses manage customer relationships and sales processes effectively. It provides a wide range of features such as contact management, sales automation, lead capture, and marketing automation.

EngageBay is also used by companies to manage their sales and marketing efforts. The software provides users with tools to create and track leads, as well as follow up on sales opportunities.

EngageBay also helps companies measure their marketing campaigns to see what’s working and what isn’t so they can adjust their strategies accordingly.

Overall, EngageBay is an excellent CRM for businesses of all sizes. It is easy to use and comes at quite an affordable price too.

Examples of EngageBay in Use: 360-Degree Customer View

In today’s world, having a complete view of your customer’s journey is paramount. By leveraging data from various channels, companies can begin to understand their customers on a deeper level. That’s what EngageBay’s unified CRM does.

The all-in-one platform connects all the tools and sources its data from the CRM, allowing teams to work in tandem with real-time information.

The 360-degree view draws on each customer’s source, scores, and calls, and offers a complete picture to the business owner or sales manager. This helps sales teams discover new opportunities, close deals, and predict what the customer preferences could be.

Testing It Out

EngageBay’s AI-powered deal management software is incredibly efficient and user-friendly. The automated deal tracking provided real-time updates and prioritized deals based on predefined conditions. This meant that I could focus on high-priority deals without getting bogged down with manual tracking.

The AI-driven predictive analysis was particularly impressive, too. It gave insights into which deals were likely to close and which I needed to pay more attention to. This allowed me to allocate my time and resources more effectively, ensuring no deal was neglected.

The visual sales pipeline was another highlight; the drag-and-drop interface made it easy to manage deals. I could easily move deals through different stages and get a clear overview of their progress.

This visual approach — coupled with the AI and automation features — significantly streamlined my deal management process and increased my overall productivity.

Pricing

There’s a free forever plan available. The all-in-one paid plans include:

• Basic: $13.79/user/month
• Growth: $59.79/user/month
• Pro: $110/39/user/month

These plans are billed annually. They also offer standalone solutions for Marketing and CRM & Sales Bay depending on your needs.

4. Microsoft Dynamics

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Microsoft Dynamics is a CRM and enterprise resource planning (ERP) software meant to improve sales and marketing productivity. The CRM gathers social insights, provides cloud-based campaign management, and offers business intelligence.

Choose to have your CRM delivered by cloud, hosted, or on-premises. Microsoft Dynamics offers apps so you can manage your relationships with customers on mobile as well as integrate and sync data from social media with your CRM.

Example of Dynamics in Use: Get In-Depth Customer Insights

A CRM has the power to provide a 360-degree view of your customers, and Microsoft Dynamics is no exception. The CRM’s real-time customer data platform provides AI-powered insights that tell you how to acquire valuable leads and customers, who your audience members are, what they need, how you can delight them, and more.

There are also real-time insights about your customers based on behavioral, demographic, and transactional data as well as engagement and customer feedback (e.g., survey data). This allows your team to apply these insights for targeted and personalized sales, marketing campaigns, support, and more.

Testing It Out

Microsoft Dynamics has a dedicated AI tool that aims to transform the workflow and customer management processes. When I tested it, the automation features stood out to me; the AI-assisted email drafting and meeting summaries saved a considerable amount of time, and the automated data entry (and intelligent reminders) ensured that I never missed important follow-ups.

Customer insights were another great feature. Dynamics 365 AI aggregated data from various touchpoints, providing a comprehensive view of customer behavior and preferences. This allowed me to tailor my interactions and campaigns more effectively. The AI-driven segmentation also allowed me to identify high-value customers and target them with personalized offers, which can boost conversion rates.

Dynamics 365 AI also lends itself to customer service in that AI-powered virtual agents can handle routine inquiries efficiently, freeing up human agents to focus on more complex issues.

The system’s ability to analyze customer interactions and provide real-time suggestions helps improve the quality and speed of responses.

Pricing

30-day free trial available. The paid plans range from $65/user/month to $1,000/tenant/month, depending on the use case you choose.

5. Salesforce

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Salesforce’s CRM, Customer360, brings customer data plus sales, service, marketing, commerce, IT, and analytics together in a single location for quick access, shareable insights, and easy collaboration. The CRM is capable of lead and contact management, sales opportunity management, workflow rules, automation, and customizable reports and dashboards. It’s also accessible via a mobile app.

Salesforce offers a number of apps — such as Einstein AI — that make it easier to achieve your unique goals. There are also Employee Experience features within the tool to simplify work collaboration and increase motivation.

Example of Salesforce in Use: Automate Repetitive Tasks

Like many CRM options, Salesforce automates repetitive and time-consuming tasks.

The Einstein AI feature uses AI to provide your team with data about all past interactions with customers. This allows you to engage more thoughtfully and improve business communications and relationships. It also increases productivity by providing your team with the information they need, such as intelligent case classification and next actions.

Einstein AI also makes the process of providing remarkable customer service and support easier by recommending certain actions to reps, personalizing support for customers, and automating support when possible with bots to save reps time.

Testing It Out

Salesforce created a dedicated AI-powered tool to support its CRM, and when I tested it, I found its features to be very effective at providing actionable insights and increasing productivity.

With AI-powered predictive analysis, I could easily get forecasts on sales trends, which can help me make more informed decisions and focus on high-potential leads. Einstein also suggested personalized email content based on customer data, which significantly improved my outreach efficiency.

The conversational AI capabilities also stood out to me. I can use Einstein to generate summaries of sales calls and customer interactions, which saved me a ton of time on manual note-taking. The ability to automate routine tasks and receive real-time predictions on deal closures helped streamline my workflow, allowing me to concentrate more on strategic activities.

Pricing

30-day free trial available. The paid plans range from $25/user/month to $1,500/seat/month, depending on the use case you choose. You might need to call Salesforce’s team for custom pricing.

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6. Zoho

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Zoho is a CRM that’s fully cloud-based, integrated, and offers a variety of features including lead management and scoring, workflow automation, analytics, and marketing and process management.

Zoho’s AI sales assistant, Zia, interprets CRM data, tracks website visitors, and predicts sales. These sales predictions also surface leads who are most likely to convert and deals that are most likely to close.

Zoho’s gamification feature keeps your reps motivated and focused on quota while the Google Ads integration aligns your sales and marketing teams by bringing your business’s ad spend and sales revenue to light.

Lastly, you can use Zoho to provide omnichannel support for customers and leads over the phone, email, live chat, social media, or in person.

Example of Zoho in Use: Provide an Omnichannel Customer Experience

Zoho allows you to provide an omnichannel customer experience for your contacts — meaning you can support your audience via email, live chat, social media, or an in-person meeting, all without ever leaving the CRM. Any data obtained through these interactions will be saved to the CRM automatically.

Bring all of your emails into the CRM and send messages directly from the tool. Your email conversation history will be updated and saved after every correspondence.

The same goes for your phone calls — take and receive sales and support calls from Zoho, so all conversations are logged and you don’t ever have to leave the tool. You can also host meetings and lead presentations from the CRM.

Testing It Out

I found Zoho CRM’s AI assistant, Zia, to be an incredibly versatile and intelligent tool. Zia’s conversational capabilities are particularly impressive as it can understand both text- and voice-based commands and queries. I can call and speak to Zia directly, which makes it easy to get real-time insights and updates on sales activities.

In addition to facilitating a quick, hands-free interaction, Zia can also predict sales outcomes by analyzing past sales data and patterns. Its anomaly detection capabilities are also admirable; it can alert you to any irregularities in your sales data, such as sudden spikes or drops in activity. This allows you to address potential issues proactively.

Pricing

There’s a 15-day free trial available. The paid pricing plans include the following:

• Standard. $14/user/month.
• Professional. $23/user/month.
• Enterprise. $40/user/month
• Ultimate. $52/user/month

These plans are billed annually.

7. BIGContacts

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BIGContacts simplifies customer relationship management with its easy-to-use design and intuitive interface. The CRM tool is a reliable way for businesses to stay on top of all customer data and interactions. It provides a 360-degree view of contact data, including previous touches, social media profiles, notes, files, and upcoming activities. The tool enhances team collaboration, provides actionable business insights, and helps increase organizational productivity.

BIGContacts offers sales pipeline management, webform connection, lead nurturing, and task tracking. There are also custom reports and dashboards that allow you to gain better visibility into your business operations.

BIGContacts can also be a powerful tool for task management with detailed calendar views, automated recurring tasks, and custom reminders.

Example of BIGContacts in Use: Personalized Drip Campaigns

Personalized interactions play a monumental role in improving customer relationships. They help customers feel valued, contributing to improved brand loyalty and customer retention. BIGContacts helps businesses leverage the customer data available to craft more meaningful and engaging experiences.

Automated drip email campaigns that adjust based on contact activities can be set up using BIGContacts. These emails allow you to connect with prospects and customers at the right time. Furthermore, email templates are available, which can save a considerable amount of your time. You can also create your templates and save them for future use.

Testing It Out

One of BIGContacts’ core features is its AI-powered contact data standardization feature, which uses advanced algorithms and machine learning to analyze and transform raw contact data into a uniform format. Not only does this streamline data management, but it also reduces the chances of errors typically seen with manual processing.

The application of AI here changes the daunting tasks of manually ensuring data consistency across multiple platforms into a straightforward, automated process. The benefits are immediately noticeable, as it simplifies data analysis, customer segmentation, and targeted marketing efforts.

I was particularly impressed with how the AI tackled complex datasets to ensure accuracy and uniformity in contact information.

Pricing

There’s a free forever plan available for up to 100 users. The paid plan costs $9.99/month for up to 1,000 contacts, billed annually. If you’re managing over 20,000 contacts, you’ll need to talk to BIGContacts’ team for custom pricing.

8. Pipedrive

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Pipedrive is a sales CRM and pipeline management tool ideal for small teams. The software comes stacked with features for tracking performance, managing deals, predicting revenue, and automating repetitive tasks. Pipedrive automatically visualizes your pipeline so you’re able to identify where your efforts should be focused.

Pipedrive includes sales forecasting and integrations so you can pair your current tools such as Mailchimp or Zapier with your CRM. There’s also a security feature that clarifies how your business data is being used.

Example of Pipedrive in Use: Track Your Data and Security

Use Pipedrive to keep track of your data and security — the software monitors all ways in which your company’s data is accessed and who’s accessing it. Identify suspect users and activities in real-time, all via a single security dashboard. Set notifications that alert you about when and where user log-ins occur. Lastly, create custom rules for secure practices (e.g., time-restricted access) to keep your CRM data safe.

Testing It Out

Pipedrive’s AI tool suite is exceptionally useful. I found that the AI Sales Assistant is able to provide actionable insights and recommend the next best actions for deals, which helps you make timely and informed decisions.

The AI email generator is also effective at creating compelling sales emails from simple prompts, which helps to overcome writer’s block and personalize messages at scale.

I also found the AI email summaries feature to be a huge time-saver as it condenses long email threads into brief summaries, providing clarity on the lead’s interests and suggesting viable steps to take next.

Pricing

There’s a 14-day free trial available. The paid plans include:

• Essential: $14/seat/month
• Advanced: $39/seat/month
• Professional (including AI): $49/seat/month
• Power (including AI): $64/seat/month

These plans are billed annually.

9. Freshworks

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Freshworks is a sales CRM and customer engagement platform that uses AI to help your sales and marketing teams provide personalized customer experiences. Freshworks is split into the Sales Cloud and Marketing Cloud.

The Sales Cloud assists with lead attraction, lead qualification, and deal engagement. It also uses AI to forecast sales and predict which actions reps should take with prospects.

Marketing Cloud helps you conduct automated conversations with customers via an AI-powered chatbot. It also uncovers details about audience behavior and engagement so you can determine where to focus your efforts and how to create highly targeted campaigns and experiences.

Example of Freshworks in Use: Align Sales and Marketing

Sales and marketing alignment is critical to the success of any business. A CRM like Freshworks has the power to align your sales and marketing teams to increase productivity, improve collaboration, and enhance the customer experience.

Freshworks organizes and updates contact and engagement data in a single location — thanks to the Customer-for-Life Cloud feature — so sales reps and marketers know exactly who they’re targeting.

Testing It Out

Freshworks created a handy AI assistant (or coach, depending on the use case) called Freddy AI, which helps both customers and employees boost their productivity. I really like Freddy Self Service, which allows sales reps to deploy intelligent chatbots to quickly resolve customer issues 24/7. This frees up time for support reps to focus on more complex tasks.

Freddy Copilot comes in handy for employees as it can summarize issues and discussions, suggest next steps, and automate repetitive tasks with conversational prompts. And Freddy Insights provides AI-driven insights that give employees a 360-degree view into their operations, so they can fix any issues and spot viable opportunities.

Pricing

There’s a 21-day free trial available. The paid plans include:

• Growth, $9/user/month.
• Pro, $39/user/month.
• Enterprise, $59/user/month.

These plans are billed annually.

10. ActiveCampaign

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ActiveCampaign is a customer experience automation platform and CRM with a number of tasks and job functions you can automate across social media, email, live chat, SMS, and more. There are over 300 integrations — such as Shopify, Facebook, and WordPress — that you can use to tailor the CRM to your specific needs.

ActiveCampaign makes it easy to share customer lifecycle data cross-team and use it to make informed decisions about your interactions with customers (e.g., what content you should send to them, when to reach out, and what channel to leverage).

ActiveCampaign also helps you better understand your customers on an individual basis and effectively segment them by tracking buyer preferences, engagement, behavior, and unique traits.

This, along with other features like customizable campaigns and messages, allows you to personalize all communication with prospects and customers.

Example of ActiveCampaign in Use: Personalize Customer Experiences

A CRM organizes a lot of data about your customers on an individual basis — and a CRM like ActiveCampaign makes it easy to apply this data to create personalized customer experiences.

ActiveCampaign uses machine learning to automate personalization across various channels. As your business grows, you can continue to automate these one-on-one experiences to ensure every customer feels like they’re an individual who matters to your business.

ActiveCampaign also has customizable Personalization Tags and Deal Fields. These features allow you to add tailored, dynamic content to campaigns, emails, SMS, web forms, deal follow-up messages, and more, allowing you to tailor all communication to each individual.

Testing It Out

When I delved into ActiveCampaign’s AI capabilities, I found their AI-powered automation builder remarkably intuitive and efficient. The feature combines flexible actions with conversational AI and a user-friendly drag-and-drop interface to help you create automated email and SMS campaigns.

All you have to do is visually map out the journey you want to take your customers on, add triggers and touchpoints, and schedule when you want it to go into effect.

The generative AI feature impressed me as well. With just a few inputs on my end, the system suggested engaging and relevant email content that resonates well with my predefined target audience. This saved a ton of time and improved the personalization of my campaign.

I also explored the predictive email-sending feature, which uses AI to determine the optimal time to send emails based on contacts’ behavior and engagement patterns. This results in higher open rates for email campaigns, which can improve ROI.

Pricing

There’s a 14-day free trial available. The paid plans for the CRM and sales engagement platform include:

• Starter: Starting at $15/month
• Plus: Starting at $49/month
• Pro: Starting at $79/month
• Enterprise: Starting at $145/month

These plans are billed annually.

11. Close

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Tailored specifically for small and medium-sized businesses, Close offers a streamlined and efficient approach to managing customer interactions, tracking sales activities, and optimizing workflows.

This platform integrates communication tools such as email, phone, and SMS, which allows you to handle all your communications from one place, reducing the time spent switching between different tools and increasing overall efficiency.

Close also automates repetitive tasks such as follow-ups, reminders, and data entry, which ensures that no leads fall through the cracks and that you can focus on what you do best.

Example of Close in Use: Built-In Calling

One of Close’s standout features is its built-in calling functionality, which transforms how sales teams conduct their cold outreach and manage customer interactions. For example, I found that with Close, you can make and receive calls directly within the platform using VoIP technology. This eliminates the need for external phone systems and keeps all communication records centralized.

Whenever you make calls through Close, the platform automatically tracks and logs the call, providing valuable data on call duration, outcomes, and follow-up actions. The calls can also be recorded and stored for future reference or training purposes.

Testing It Out

During the testing process, Close GPT stood out to me. It’s like ChatGPT, but it’s tailored to quickly generate sales prospecting lists, summarize customer relationships, and create meeting agendas, among other things. I also loved the Call Assistant feature that automatically transcribes and summarizes all client (and cold) calls to help sales teams stay productive.

Close’s free AI tools were also pretty decent. The cold email generator, subject line generator, and AI email writer were designed to automatically create personalized and relevant emails that increase open and response rates, and scale the outreach process.

Pricing

There’s a free 14-day trial available. The paid plans include:

• Base: $19/user/month.
• Startup. $49/user/month.
• Professional. $99/user/month.
• Enterprise. $139/user/month.

These plans are billed annually. If you have more than 10 reps, you can call to create a custom plan.

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12. NetSuite

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NetSuite is a comprehensive CRM solution offered by Oracle’s NetSuite. Designed for businesses of all sizes, this platform provides you with a bird’s-eye view of your customers, allowing you to manage the entire customer lifecycle, from lead generation to opportunity tracking, customer service, and order management.

As part of the broader NetSuite ERP suite, this tool integrates seamlessly with financial, inventory, and ecommerce systems, offering a unified platform for managing all business operations. NetSuite automates key sales processes such as lead assignment, sales forecasting, and territory management. This reduces manual tasks, increases efficiency, and ensures you can focus on building strong relationships with your customers and closing deals.

Example of NetSuite in Use: Sales Force Automation

NetSuite’s Sales Force Automation (SFA) capabilities are designed to enhance the effectiveness and productivity of sales teams. For example, the platform helps you manage leads and opportunities by capturing detailed information about prospects and tracking their progress through the sales pipeline. This allows you to easily view and update lead statuses, ensuring that no deal opportunity is ignored.

NetSuite also offers robust forecasting tools that provide visibility into future sales, which helps you plan resources and manage inventory effectively. These sales forecasts can be adjusted based on real-time data, which makes them highly reliable.

Testing It Out

When I tested NetSuite’s AI capabilities, I was impressed by how effective they were at enhancing various aspects of the marketing and sales workflows. For example, the AI-driven invoice processing feature can automate the entire invoicing process, from data extraction to payment tracking, which significantly reduces manual effort and minimizes errors.

The content generation tool was another highlight. I found that, by using AI and machine learning, NetSuite can create personalized content for customer communications and marketing campaigns. The ability to generate relevant and engaging content based on customer data and behavior is a game-changer when it comes to improving engagement and conversion rates.

Pricing

Users can subscribe to NetSuite CRM for an annual license fee, which covers the number of users, core platform, and optional modules. You’ll have to contact NetSuite’s team for custom pricing.

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Types of CRM (with Examples)

As you’ve seen, there are CRM options for just about every use case. In testing these options, I’ve found two things to be true:

Not all CRMs are created equal.

And that’s okay. Some businesses need a super-robust CRM to manage all aspects of their business, while others need a simpler solution. What matters most is finding one that works for you now and can grow with your business so you don’t have to go through the time, labor, and cost-intensive process of migrating to a new platform.

AI is making CRMs better.

Although AI is certainly controversial when it comes to privacy and its growing sophistication, there’s no doubt that it unlocks a ton of incredible insights.

In fact, AI is taking CRMs to the next level, from — for lack of a better word — a simple database for storing information to a tool that yields significantly better business intelligence (BI). In addition to optimizing sales, predicting growth, and identifying potential new buyers, I’ve found that AI-powered CRMs bridge all the “traditional” CRM functionalities and make it easier for sales people to do what they do best — drive revenue.

So what are the “traditional” CRM functionalities? Most fall into three categories: Operational, Analytical, and Collaborative. That said there are a few more speciallized types of CRMs.

While several CRMs, including the HubSpot CRM with AI, bridge them all, I’m going through each type below and sharing potential use cases so you can determine which is likely best for your needs.

1. Operational CRMs

In a nutshell, operational CRMs manage all of the business processes across sales, marketing, and servicing customers. Basically, they cover all aspects of the customer journey and automate as much as possible, minimizing manual workarounds and data entry.

Best for: Growing businesses that want to align their teams, streamline processes, and improve customer interactions.

Key Features of Operational CRMs

• Sales automation to track leads, automate follow-ups and reminders, and help move potential customers through the journey.
• Marketing automation to automate messaging, email campaigns, and lead scoring.
• Customer service tools to manage support tickets, deliver a better customer experience, and improve team morale.

Example of an Operational CRM in Action

The Challenge: Hypothetically, a mid-sized tech company selling software subscriptions struggles with manual follow-ups and missed opportunities.

The Operational CRM Solution: With an operational CRM, when a prospect downloads a whitepaper, they are automatically added to a nurturing campaign, assigned to a rep, and reminded to follow up if they don’t respond. Meanwhile, the system logs all interactions, ensuring customer support sees past conversations when the same prospect later reaches out with questions.

2. Analytical CRMs

The best way I’ve seen analytical CRMs described is that they focus on understanding. Where operational CRMs focus on doing, and collaborative CRMs focus on — well — collaboration, analytical CRMs put the data at the forefront and make it easier for companies to make informed, data-driven decisions.

Best for: Data-driven businesses that want to improve marketing and sales strategies.

Key Features of Analytical CRMs

• Customer data analysis to help sales teams identify specific touchpoints, trends, and areas of friction in the customer journey.
• Sales forecasting to help sales teams predict future sales.
• Customer segmentation to make it easier to create messaging and campaigns targeted to specific groups.

Example of an Analytical CRM in Action

The Challenge: Again, hypothetically, an outdoor gear e-commerce brand wants to improve customer retention.

The Analytical CRM Solution: The analytical CRM tracks purchase behavior and reveals that customers who buy hiking boots often return for trekking poles within three months. Using this insight, they create a follow-up email campaign with a discount on trekking poles at the exact time customers are most likely to buy.

3. Collaborative or Strategic CRMs

Collaborative CRMs are all about seamless interaction so that every team marketing to, selling, to, or servicing a client can work together. Ultimately, the advantage of this type of CRM means that all team members are informed and the customer doesn’t have to repeat themselves. (I’ve been on both sides of the equation and both are frustrating.)

Best for: Companies that need seamless internal communications.

Key Features of Collaborative CRMs

• Comprehensive customer data so everyone is on the same page.
• Multi-access user controls, so each person has access to the data they need to work effectively.
• Internal team comms to help teams collaborate more effectively.

Example of a Collaborative CRM in Action

The Challenge: Loving my hypothetical examples? Let’s keep going. A real estate brokerage with multiple agents and an in-house legal team needs all departments to have access to client information, but not everyone needs the same level of access.

The Collaborative CRM Solution: The CRM allows agents to track client interactions and property searches, legal teams to access only transaction documents, and marketing to see how past clients engaged with listings and personalized follow-ups.

What’s more, the service and admin teams have access to important customer information, so clients enjoy a seamless experience regardless of who they talk to.

4. Campaign Management CRM

As you might guess, campaign management CRMs are marketing heavy and they’re all about ensuring that marketing efforts are unified and seamless. These CRMs fall into the specialized category. I’ve found that they can be standalone platforms, but often are features of more comprehensive CRM tools.

Best for: Companies heavily focused on marketing.

Key Features of Campaign Management CRMs

• Email & ad campaign tracking to oversee marketing efforts and measure performance.
• Customer segmentation to improve customer targeting and personalization.
• Marketing ROI calculators to measure and analyze success and identify opportunities to improve in the future.

Example of a Campaign Management CRM in Action

The Challenge: A hypothetical fitness subscription company has found they have poor customer retention and want to increase renewals before customers’ annual plans expire.

The Campaign Management CRM Solution: By segmenting users based on frequency of engagement, creating personalized email sequences tailored to the level of engagement, and tracking open rates and responses, the company can improve engagement and become a must-have solution instead of “another subscription” people feel comfortable dropping at renewal time.

5. Social Media CRM

As you might guess, social media CRMs focus most heavily on social channels, including tracking all aspects of customer acquisition and reputation management, including ad targeting social listening. I’d consider these CRMs highly specialized as well. However, there are some social management platforms that incorporate these tracking aspects as well.

Best for: Brands with a heavy reliance on social media for growth and service.

Key Features of Social Media CRMs

• Social listening tools to stay on top of what people are saying about your company.
• Engagement tracking to improve the way you engage with customers.
• Audience analysis to identify potential brand ambassadors and simultaneously uncover new leads.

Example of a Social Media CRM in Action

The Challenge: A skincare brand launches a new product and wants to track online buzz.

The Social Media CRM Solution: Their social media CRM monitors brand mentions across different platforms, identifies customers who frequently engage with their content, and notifies the marketing team when influencers organically mention their product.

Using this data, they reach out to engaged customers for testimonials and launch a user-generated content campaign that leads to more sales.

6. Mobile CRMs

Mobile CRMs aren’t necessarily mobile-exclusive, but they have a high level of mobile functionality to make it easier for teams to collaborate from less traditional sales offices. Again, these are more specialized and often are a mobile-enabled aspect of larger, more robust CRMs.

Best for: Companies with remote teams, traveling service techs, and field sales reps who need CRM access on the go.

Key Features of Mobile CRMs

• Mobile app functionality to make it easy for teams to access the CRM from mobile devices.
• Offline access to simplify service even without internet availability.
• Push notifications to make sure teams get alerts about important customer updates.

Example of a Mobile CRM in Action

The Challenge: Let’s say a solar panel installation company has sales reps and installation teams who are at different locations on a daily basis. They want to make sure all teams can update their data regularly so that anyone can speak authoritatively to the customer if and when they call. (I have a non-solar service-based client who runs into this very issue, who chose their CRM based on its mobile app — among other functionalities.)

The Mobile CRM Solution: Their mobile CRM lets them quickly access client details before meetings, update customer status on-site, syncing automatically once back online, and receive push notifications if a lead they contacted a week ago reaches out again.

So, what CRM is right for you? Ultimately, every business has different CRM needs, so take some time to analyze what you need most and how you anticipate your company changing in the coming years. Then go back through this list and try the top 2-3 best-fit solutions to see which you and your team like best.

Choose Your CRM

There are a number of ways to use a CRM — and the use cases I shared above are just a handful of them. Start thinking about your goals and needs to select the right CRM for your team. Then, use your CRM to start building stronger relationships with contacts, improve the customer experience, save your team time, align business data, and grow better.

Editor’s note: This post was originally published in January 2021 and has been updated for comprehensiveness.

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A winning product launch requires a thoughtful, actionable, and effective go-to-market (GTM) strategy framework. Without proper planning, it’s impossible to know if you’re chasing the wrong audience, too early or late to a market, or are targeting a saturated market with similar solutions.

To navigate this process easily, I’ll walk you through everything you need to know to build a brilliant go-to-market strategy. This guide can be used for startups, B2B businesses, and any new venture you plan on launching.

Table of Contents

• What is a go-to-market (GTM) strategy?
• Go-to-Market Strategy Benefits
• Go-to-Market Strategy Framework
• How to Build a Go-to-Market Strategy
• Go-to-Market Strategy Tips
• Go-To-Market Plan Template
• Go-to-Market Strategy Examples
• GTM Strategy FAQs

What is a go-to-market (GTM) strategy?

A go-to-market (GTM) strategy is a step-by-step plan for bringing a new product to market and driving demand. It helps identify a target audience, outline marketing and sales strategies, and align key stakeholders. While each product and market will differ, a well-crafted GTM strategy should identify a market problem and position the product as a solution.

I want to note that go-to-market strategies aren’t exclusive to physical products. You can create a GTM plan for a new service, a branch of your company, or an entirely new business.

GTM Strategy vs. Marketing Strategy

A go-to-market strategy focuses on how a company introduces a new product to the market. The process includes defining the ideal customer, pricing, sales model, distribution channels, and positioning. Such a strategy aligns sales, marketing, product, and customer success to drive revenue.

Conversely, a marketing strategy is a company’s overall approach to promoting its brand to its target audience. Marketing strategies include brand objectives, target audience personas, marketing channels, key performance indicators, and more. Here’s a table showing the difference between both.

Go-to-Market Strategy Purpose

The purpose of any GTM strategy is to plan how your company will bring your offer to the market with minimal risk. Your plan should align all stakeholders on overall processes (whether directly involved or not), help you reach the right people (your target audience), and effectively convey value to drive conversions.

Your go-to-market strategy is a handy roadmap that measures the feasibility of your solution’s success and predicts its performance based on market research, prior examples, and competitive data.

Ultimately, you want to create a plan that helps you competitively position your offer, set the product or service apart from the competition, and generate leads and customer retention.

Who needs a go-to-market strategy?

Any business introducing something new to the market and wants to effectively reach its audience and drive (sustainable) business growth needs (or would benefit from) a go-to-market strategy. That includes:

• Established businesses launching new products or breaking into new markets with new customer segments.
• A small business looking to expand beyond its market or introduce new products.
• Businesses undergoing strategic changes, like mergers, acquisitions, or new business model changes.
• Companies facing increased competition that want to draw out key differentiators that help attract customers.

Go-to-Market Strategy Benefits

As you develop a new product or service, it’s vital to start drawing a go-to-market strategy that’s customized to fit your budget and your buyer persona. I know firsthand from my career as a serial entrepreneur. I helped found and build the data analytics company Datameer, bringing its offering successfully to market. Now, I’m working through the process again in the AI space at Automation Hero.

Although it takes a great amount of effort, time, money, and resources, a well-planned go-to-market strategy can significantly benefit your project.

You can create alignment.

Alignment is essential when preparing to launch a new product or service. This prevents disorganization and errors that can cause your project to flop. Whether you’re a product designer or a social media coordinator, everyone needs to be on the same page because you’re all contributing to and executing elements of the strategy.

Go-to-market strategies help maintain alignment throughout the product lifecycle with roadmaps and planning documents. The goal here is to inform everyone who handles what. In my experience, well-thought-through Standard Operating Procedures (SOPs) are key.

SOPs are documents describing everything about a specific task, like a new product launch — from how it should be carried out step-by-step to each team’s responsibilities and the overall scope of your project. To start building SOPs, you can begin with HubSpot’s dedicated SOP template.

You can establish product-market fit.

I find that creating a go-to-market plan can prevent many of the mistakes and oversights that can tank new product launches. Poor product-market fit can dampen a launch — even if the product is well-designed and innovative.

When you’ve identified your target audience segments and their specific needs, a GTM strategy helps you tailor elements like messaging and pricing to resonate with your intended audience.

Take Apple, for example. In the 1980s, decades before Steve Jobs launched the game-changing iPhone, he led one of Apple’s biggest flops: the Apple Lisa computer. Although Lisa had some of the best graphic technology of its time, only 10,000 units were sold. Critics attribute the failure to Lisa’s misleading ads and high price, despite its low processing power.

While Apple and Steve Jobs recovered, smaller companies could have a lot more to lose when bringing a product to market with a poor plan.

You can work out all the gaps.

While a go-to-market strategy isn’t guaranteed to prevent failure, it can help you manage expectations and work out any kinks before you invest in bringing a product to market.

The process of creating a go-to-market strategy allows you to discover gaps in the market, which can help you hone your product’s niche and better alleviate your buyer persona’s pain points.

You can understand your competitive advantage.

Competitor research is vital for creating a go-to-market strategy. Done right, this gives you an advantage over competitors that can generate revenue from your GTM strategy. You can differentiate your product from competitors and create a unique value proposition that generates interest in your product.

You’ll save money.

With a GTM strategy, you’re less likely to waste your budget on unnecessary processes that don’t help you meet your goals. You’ll be more strategic and focused with your spending in ways that will help you meet your goals, and you’ll make decisions aligned with your budget.

You can accelerate growth.

A high-quality GTM strategy saves you from any wasted time. Sure, you won’t have immediate success, but careful planning tells you exactly which markets to enter and why. Understanding how to position yourself allows your team to create effective value propositions for your marketing materials and helps you get in front of interested customers at a much faster rate.

To aid you in this process, we have free go-to-market strategy templates that can help you build a strategy that positions your product in front of your target audience.

Go-to-Market Strategy Framework

Before I share my go-to-market strategy framework, I’ll discuss four key points of a GTM plan.

These points are integrated into the step-by-step guide I share below, so you don’t need to answer these questions now. Still, they’re useful to keep in mind — especially if you’re creating a new product.

Here are the critical parts of a go-to-market strategy:

• Product-market fit: What problem(s) does your product solve?
• Target audience: Who is experiencing the problem that your product solves? How much are they willing to pay for a solution? What are the pain points and frustrations that you can ease?
• Competition and demand: Who already offers what you’re launching? Is there a demand for the product, or is the market oversaturated?
• Distribution: How will you sell the product or service? A website, an app, or a third-party distributor?

Alternatively, you could try go-to-market platforms like Dealfront to help establish and initiate your strategy framework. Dealfront allows you to pull from four layers of data, enabling you to target your ideal customer, track visitor behavior, reach out to leads, and promote your company with the help of B2B display advertising.

To help you build your GTM strategy, I’ll show you a step-by-step guide of tactics I’ve implemented to build multiple companies throughout the years.

I’ve also outlined how you can iterate and optimize as your company evolves. Plus, you’ll find helpful examples of how we’ve broken these steps down at Automation Hero, formerly SalesHero. I’ll share slides and visuals from before our rebrand to show exactly what we were thinking when we went to market in our early days.

How to Build a Go-to-Market Strategy

1. Use go-to-market strategy templates.

Launching a new product or service can get overwhelming very quickly, especially when there are many moving parts and stakeholders. That’s why the first thing you should do when taking a new product to market is to find go-to-market strategy templates that keep you and your team aligned and on schedule.

HubSpot offers a free go-to-market kit with multiple templates that help you organize each aspect of your strategy and keep key stakeholders informed on who is responsible for which task. I’d recommend taking a look if you’re looking for an easy way to get started.

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Each template has its own unique purpose, but they are best utilized in tandem:

• Product Launch Planning Template: Create tasks that need to be completed for the product launch, provide progress updates, and plan social media and PR messaging.
• Product Update Email Templates: Internally communicate product updates and changes to your team.
• Product Roadmap Template: Create a schedule of all the tasks that will be addressed and who will be handling them.
• Product Lifecycle Mapping Template: Keep track of your product’s lifecycle stages.
• Product Classification Template: Classify your product and align all teams on product vision, marketing plan, and sales strategy.
• SWOT Analysis Template: Determine your product’s strengths, opportunities, and weaknesses, as well as conduct market research on the competition.
• Sales Plan Template: Outline and communicate sales strategy to stakeholders.

Download the kit today and plan your go-to-market strategy.

2. Identify the buying center and personas.

When preparing your product for the market, you must always consider your customers.

According to Gartner, the typical buying group for a complex B2B solution involves six to ten decision-makers. These people make up what is called the “buying center.”

Each of those buyers typically fills one of these roles (though it’s important to note some job titles might occupy more than one role):

• Initiator: Starts the buying process or shows initial interest.
• User: Uses your product regularly.
• Influencer: Convinces others that they need the product.
• Decision maker: Gives final approval for the purchase.
• Buyer: Owns the budget.
• Approver: Final approver who pushes the initiative on a larger scale (typically someone in the C-suite).
• Gatekeeper: Blocker in getting a product implemented or approved.

These roles vary based on the product, industry, and vertical you’re selling to. I recommend getting your team together to brainstorm the job titles that could be impacted by your solution.

Be sure to research each role to know what they do, their goals, and their pain points. Learning who these people are, what motivates them, and what their problems are is critical, as they’ll be the ones to put your product on the map.

Using my company as an example, the buying center breaks down like this:

3. Craft a value matrix to help identify messaging.

After mapping your buying center personas, it’s time to map out your value matrix. A value matrix examines each buying center persona, their business problems, and how your product is valuable in solving those problems. The value matrix will also include a relevant marketing message tying the problem and solution together.

Create a chart with each persona in one column. Below each persona, list the pain points they face daily. If your product can solve or ease any of these problems, include them in a row.

Lastly, the message needs to capture the pain point and value in a meaningful way. The best way to achieve this is to agitate the pain point. People will take a painkiller to cure a headache but are much less likely to take a daily vitamin to prevent the pain in the first place. The value your product brings should solve the pain, not act as a vitamin.

Here’s a fill-in-the-blank chart you can use to create a value matrix:

Here’s an example of a complete value matrix:

4. Test your messaging.

Once your value matrix is in place, it’s time to test your messaging. Start advertising on marketing platforms using the messages you’ve just created for various audiences. You’ll have three variables to test: the channel you advertise on, your target audience, and the message you share.

When deciding where to test, I would first consider where your audience already spends their time and go there. Some possible paid digital ad channels might be LinkedIn, Google Ads, Facebook, and Twitter.

Once I run my tests, I continue advertising on the channels that show high conversions.

5. Optimize your ads based on the results of your tests before implementing them on a wide scale.

Some ad platforms have highly targeted audience settings for advertisers. For example, LinkedIn offers options for job title, job function, company size, and geographic location. Test different options to see who is more likely to click or convert.

For example, I noticed high clicks in certain industries, so we began targeting and using our ad budget to focus on that handful of industries on LinkedIn. The key here is spending money where you’ll get the biggest return on investment.

And, since you’ll be testing your message to see which versions resonate most with your audience, engagement and conversion rates of your ads will indicate which value proposition and pain points work best.

Here, I recommend using a dedicated marketing analytics tool to gain insights into how the target audience behaves across different channels. For instance, you can gather data on how users landing on your website from PPC ads interact with your pages and compare PPC performance to other traffic sources.

Once you’ve collected this data, you can base your larger campaigns on these insights.

6. Understand your buyer’s journey.

With your personas and value matrix built, dive deeper to understand the journey a potential customer will take, both from the buyer’s perspective and your company’s perspective. From your customer’s perspective, the buying process is linear. More or less, it will go like this:

1. The buyer realizes they have a business problem and researches the topic.
2. The buyer shortlists potential solutions.
3. That list is narrowed down by talking to sales teams from the solution provider and by testing product use cases until a decision is made.

The buyer’s journey — from a business perspective — used to be a funnel. In the traditional sales funnel, there is a lot of general interest at the top. It gradually narrows down as opportunities fall out of the pipeline.

This journey is divided into three sections:

But, the sales funnel is no longer the best way to look at your buyer’s journey. Instead, I propose using the flywheel methodology, which takes a more holistic approach that puts your customer at the center and turns your leads from prospects to customers to active promoters.

In the flywheel model, customers go through three stages: attract, engage, and delight.

First up is the attract phase. Content at this stage grabs a potential customer’s attention. This can be a blog article, whitepaper, or video. A lead gets here by clicking on an ad, social media post, or a search engine result. However, these behaviors do not indicate that this lead is ready to make a purchase.

After that comes the engage phase. Here, a prospect has demonstrated they have a problem your product can solve. They show this through digital behavior like downloading an ebook or joining a webinar, allowing you to engage them with educational content.

While each company divides the lead generation and qualification process differently, marketing typically handles the attract and engage phases. Your marketing team will need to generate interest and awareness and educate the relevant audience on a product’s value through messaging and content (more on that later).

Halfway through the engagement phase, the prospect should ask for a quote or a trial period. They’re nearing a decision on whether or not to purchase.

Once the prospect reaches this point, the sales team takes over. I find that the process typically looks like the following:

• Contact: Communication between the lead and sales rep begins.
• Qualification: The sales rep learns more about the company, their customers’ pain points, and asks questions to see if they meet the basic requirements to purchase the product (BANT is a popular sales qualification method but several other sales methodologies are used to qualify).
• Business case: The prospect tests the product through a free trial or point of contact to see if it can solve their needs.
• Evaluation: The decision-makers in the organization weigh the cost of the product to the results they achieved during the business case.
• Negotiation: Both sales reps and decision-makers discuss pricing details and feature needs.
• Close: A deal is agreed upon, and your prospect turns into a customer.
• Renewal (Optional): Your customer renews their contract or subscription.

Right after your sales representative closes the sale, the lead leaves the engage phase and enters the delight phase. When customers reach this stage, they should be delighted by a painless onboarding process and friendly customer service options.

After that, your customer should ideally turn into a promoter. They bring you more customers, keeping the flywheel going and enabling you to grow better.

7. Choose one (or more) of the four most common sales strategies.

You’ve done all the required foundational work; now it’s time to pick a model that will push your product into the market. No one method will work for every product or market, so it’s important to consider the complexity, scalability, and cost of yours.

There are generally four go-to-market sales strategies — each one catering to a different product and business model.

The Self-Service model

The self-service model is when customers purchase independently. We typically see this model with B2C purchases, in which customers can find and buy a product via a website like Amazon.

This works best for simple products with a low-cost point and high sales volume. It can be difficult to build, but when successful, it sees a short sales cycle, zero cost to hire salespeople, and is highly profitable.

While you won’t need a sales team, you will need a marketing team to drive traffic and conversions to your site. The core marketing team would likely include growth marketing, performance marketing, and content marketing experts, though there will likely be other team members as well.

The Inside Sales Business Model

The inside sales business model is when a prospect needs to be nurtured by a sales rep to convert into a deal. This type of model works best with a product of medium complexity and price.

The sales cycle ranges between a few weeks and a few months. Here, you’ll invest in a sales team — but inside sales reps are less expensive than field reps.

With a high volume of sales, this model can be profitable and is fairly easy to build and scale as you hire more team members. The sales team in this model is typically composed of a sales manager who supervises a handful of reps.

The Field Sales Business Model

The field sales business model is when you have a full sales organization that closes large enterprise deals. These are typically complex products with high price points, which also means there’s typically a low volume of deals with a long sales cycle.

The sales team in this model is often very costly as the field reps are experienced, high-salary employees. This model is easy to build but harder to scale because hiring and training a full sales organization takes time and money.

Members include a sales manager, field reps, sales engineers, a sales development representative (SDR) team, and sales operations.

The Channel Model

Lastly, in the channel model, an outside agency or partner sells your product for you. This is hard to build, as the people can be difficult to recruit and educate on the benefits of your product. They are also often less motivated to sell than your own sales team would be.

However, this is a cheaper model because you don’t always need to pay a sales team of your own. I find that it works best with a product that matches the partner’s interest. For example, if you sell phone cases, you might want to find partners selling related products, like Best Buy or Apple.

You can mix and match these strategies based on industry or customer size (i.e., number of licenses or seats). For startups, it’s healthy to scale over time rather than invest in an expensive sales team too early.

8. Build brand awareness and demand generation with inbound and/or outbound methods.

Now, you need to fill your pipeline by snagging the attention of your target audience. This occurs through demand generation, which can happen with both inbound and outbound strategies.

With inbound, prospects discover your brand through marketing efforts and reach out to you or show signs of interest organically. Some examples of organic inbound traffic channels could be social media, content, or paid ads leading to a landing page.

Outbound demand generation is when a salesperson contacts a lead through cold outreach tactics. They might do this by reaching out to a contact list, sending warm emails, phoning leads, or gathering leads at industry conferences.

Once interest has been generated through these methods, sales conversations begin, and the leads are led to more educational content and then into the sales funnel.

9. Create content to get inbound leads.

Inbound leads are generally easier to convert and cheaper to acquire than outbound leads. This is because inbound leads are already partially educated on the business problem you solve, aware of your product, and usually more interested in buying your product.

Content marketing is the key to generating that inbound interest, as content will drive traffic to your site.

Your content marketing team will drive this inbound traffic by finding and targeting keywords that your potential customers would search for and then creating and posting related content on your website.

At the core of content marketing is search engine optimization (SEO), which is the way a search engine ranks the content on the internet once a query is entered into the search bar. This will be an enormous source of your organic web traffic.

What goes into content marketing? It’s a cycle of keyword research, creation, and measurement.

1. Keyword research: Identify keywords related to your product, analyze the volume (how often that keyword is searched), the difficulty of ranking for that keyword (i.e., how competitive that keyword is), and see who is already ranking for those keywords.
2. Content research: Brainstorm content topics that include that keyword. See what articles already exist around these topics and begin to plan your content calendar.
3. Content creation: Put those ideas into motion and have a writer create articles on those topics.
4. Design: Add relevant images, infographics, videos, and other multimedia to your content so it’s more visual and engaging.
5. Promote: Spread your content and drive traffic to your website by sharing the links via social media or emails to your customer database.
6. Build links: Reach out to other publishers and ask them to link to your content to gain even more traffic with link-building tactics. This gives you site authority, which helps improve your SEO rankings.
7. Conversion rate: Track and measure the engagement and conversion rates of your content. Keep doing what works and drop what doesn’t. From there, begin the content creation cycle again.

Your content team should develop content that aligns with the various stages of the buyer’s journey (top-of-funnel, middle-of-funnel, bottom-of-funnel).

Top-of-funnel content is lighter educational content, middle-of-funnel content is deeper, more applied learning, and bottom-of-funnel content is for those who are ready to buy and implement. To use SalesHero as an example, the content at each level of the funnel would look like this:

• Top-of-funnel content: “What is sales AI?”
• Middle-of-funnel content: “How sales AI can increase productivity.”
• Bottom-of-funnel content: “Using sales AI to extract dark data.”

To make this process easier (and more organized), I recommend creating a messaging strategy or content marketing plan based on your customer’s journey and the knowledge they do (and don’t) have at each stage.

Below, I’ll share an example of how you can organize your content, and you can easily fill in my chart when creating your own.

Top-of-Funnel Content

Funnel Stage: Awareness

Flywheel Goal: Attract Prospects

What type of content will you create to catch the eye of potential customers in similar industries? Make a table like the one below.

Middle-of-Funnel Content

Funnel Stage: Consideration

Flywheel Goals: Attract and Engage Leads

In this phase, your audience might know of your service or be researching products related to yours. What types of content do you create to move your service to the front of their minds?

Bottom-of-Funnel Content

Funnel Stage: Decision

Flywheel Goals: Engage and Nurture Leads/Gain and Delight Customers

Your audience is interested in your service. How will you use content to sell them?

Go-to-Market Strategy Tips

1. Find ways to optimize your pipeline and increase conversion rates.

Growth requires more than simply picking a sales strategy and building a demand-generation process. You must optimize.

Sales is a numbers game, and you can only be successful if you measure progress. The key performance indicators (KPIs) for managing a sales team are volume, conversion rate, and time. You’ll also want to track how many opportunities come into the flywheel: your pipeline volume.

Then, track how many leads turned into customers. Comparing the volume of the pipeline opportunities to the number of won deals will get you your overall conversion rate.

I’ve found that it’s even more important to optimize the conversion rate between stages. As opportunities move through the funnel, they’ll go through various qualification processes (i.e., basic qualifications, current solutions in use, technical evaluation, and closing), and you’ll want to track the stage opportunities fall out and why.

I recommend measuring this for your overall flywheel and per sales rep. This information tells you where each rep needs to improve and potentially receive more training. Work to personalize your sales coaching efforts to shorten the sales cycle of each rep. Compare time and conversion rate to see who’s better and faster in particular stages.

Track how many opportunities each rep converts and at what stage in the process they drop out. The sooner an unqualified opportunity falls out of the flywheel, the better, because less time, energy, and resources are spent on that particular lead.

2. Analyze and shorten the sales cycle.

Your sales cycle is the amount of time it takes for an opportunity to enter the sales funnel and change to a closed/won deal. The goal is to shorten the conversion between every stage to have an optimized sales process. This can be done by identifying common objections (and iterating ways to remove them before they happen), doing ongoing lead nurturing, and brainstorming ways to find the best-fit customers.

3. Reduce customer acquisition costs.

As a business owner, you’ll also need to optimize your customer acquisition cost. This will be very expensive at first, but as time goes on, you’ll need to reduce this cost by optimizing your processes, or you’ll be losing more money than you make.

Customer acquisition is how much it costs to gain a new customer or deal per $1. The lower the customer acquisition cost, the lower the impact your marketing efforts have on expenses, and the higher the profit you get per customer.

4. Strategize ways to tap into your existing customer base.

A common adage in the industry is that it costs seven times more to acquire a new customer than it does to do business with an existing customer. If you’re providing a great buying experience, existing customers already know, like, and trust you — all of which are reasons to stick around.

The best opportunity for companies to earn more and gain revenue is through renewals, cross-selling, and upselling. The average cost for a company to renew a product is $0.13, while upsells cost a company $0.28.

Many people think of sales as a black box. But with analytics and new sales AI technologies cropping up, business leaders can optimize their processes to accelerate business.

5. Adjust and iterate as you go.

Building a successful company is not reserved for those entrepreneurs who’ve been blessed with special skills.

Chances are, you’ve already built your product, and building a company is a very similar process. You must be strategic and continue to improve throughout the process.

Take time and continue to iterate, and you too can build a company. Return to areas of your plan that aren’t working and tweak them. Make note of the things that are working, and brainstorm ways to expand upon them.

6. Retain and delight your customers.

In this phase, you will focus on maintaining your customer relationships and spreading good word-of-mouth. This is where a flywheel strategy can be much more helpful than the funnel, which ends at sales. For a detailed rundown of the delight phase and beyond, check out this ultimate guide.

Although different products might require different launch strategies, the customizable template and steps below should help you create a solid starter plan.

Go-To-Market Plan Template

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Creating a go-to-market strategy from scratch can be daunting — especially if it’s your first time launching a brand-new product or service. That’s why HubSpot created a complete go-to-market kit to help you get started. You’ll find templates that help keep your team on schedule and promote alignment between all product marketing stakeholders.

The kit includes:

• Product Launch Planning Template
• Product Update Email Templates
• Product Roadmap Template
• Product Lifecycle Mapping Template
• Product Classification Template
• SWOT Analysis Template
• Sales Plan Template

Still stumped? Below, I’ve included a few more examples of go-to-market strategies that can help you inspire your own.

Go-to-Market Strategy Examples

1. Via

Via is a ridesharing platform that was founded in 2012 when Uber was still relatively unknown.

While Uber has bypassed Via in popularity and product usage, Via has effectively carved a niche in the transportation technology space.

Why I Think Via’s Go-to-Market Strategy Works:

The company’s GTM strategy emphasized ride-sharing — that is, riders share rides with other riders traveling in the same direction. The driver takes a predetermined route and drops riders off at convenient locations rather than picking up riders at private locations.

Via set out to solve a common pain point for commuters: overcrowded or unavailable public transit with inflexible routes.

Another pain point of the target audience was that Uber and Lyft rides were overpriced and couldn’t be used for daily commutes. Via looked at this problem and created a true ridesharing service that could fill the space Uber and Lyft didn’t fill.

Now, the company partners with private transit operators, schools, and public transit agencies to expand existing operations or provide more riding options for passengers. The result of Via’s go-to-market strategy is that it no longer sees Uber as a direct competitor and had $200M in revenue in 2022.

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2. Microsoft Surface

Microsoft Windows has long been the preeminent OS, and for good reason: most computer manufacturers offer Windows laptops and desktops.

So why would Microsoft launch its line of computers and tablets if its software is ubiquitous?

Why I Think Microsoft Surface’s Go-to-Market Strategy Works:

In its go-to-market strategy for its Surface products, Microsoft set out to solve a common problem for tablet users. Tablets were primarily mobile devices; while they were convenient to carry, they didn’t offer the full functionality of a laptop. And for many people, owning both a tablet and a laptop was not financially feasible.

When it released the third generation of the Surface tablet, Microsoft made its position clear. The device was a fully functioning computer in tablet form. You could have a light device without sacrificing function. Compared to the Apple iPad, its principal competitor, the Surface tablet offered more functionality at the same price.

Now, the Microsoft Surface line has expanded to include laptops and desktops. Microsoft realized that laptop buyers may not purchase a Windows laptop because there are so many manufacturers to choose from. Specifications and hardware components vary from machine to machine.

With its Surface laptops, Microsoft makes the choice easier for target demographics such as college students and everyday users. These devices compete with Apple’s macOS offerings and are designed to seamlessly integrate with all the features of Windows OS.

3. Owala

At first glance, the Owala brand of water bottles doesn’t seem much different from its competitors.

But in its go-to-market strategy, the brand used its motto, “Do more of what you love,” to hint at its products’ ease of use. You can “do more of what you love” since you won’t even waste time opening the bottle. The lid itself is where you sip.

Why I Think Owala’s Go-to-Market Strategy Works:

With its product launch, Owala addressed common problems for water-drinkers: openings that are too wide, spills, and two-handed drinking.

Owala specifically targets those who are active. In its first series of Instagram posts, the brand posted a mosaic of a man on a motorcycle, and in most of its social posts, it includes people in workout clothes.

The company arguably entered an overcrowded space. Brands such as HydroFlask and Contigo dominate the industry. By addressing a specific target buyer and solving their problems, however, Owala successfully launched into that competitive market. The brand distributes its offerings through its website, BestBuy, and Amazon for optimum reach.

4. Bread Beauty Supply

Bread Beauty Supply, a Black- and woman-owned hair care line, set out to solve a common problem for its curly-haired audience: overcomplicated routines that waste time, energy, and products.

Why I Think Bread Beauty Supply’s Go-to-Market Strategy Works:

The brand launched in 2020 and partnered with Sephora as its principal distribution channel. In its go-to-market strategy, the brand identified a segment of buyers who would rather keep their routine simple and leave their curls in their natural state.

Compare this strategy with that of competitor brands such as Pattern Beauty and Ouidad, both of which offer a multitude of hair care products that can dizzy, confuse, and overwhelm buyers. When creating its go-to-market plan, Bread Beauty Supply recognized that some people with curly hair would rather spend less, not more, time on their hair.

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While the curly hair care industry verges on overcrowded, Bread Beauty Supply successfully launched by taking a unique stance in the industry.

5. The Sip

The Sip, a Black- and woman-owned champagne subscription service, makes drinking luxury wine more affordable.

Champagne clubs have always been around, offering monthly deliveries of delectable wines at a premium cost.

To the target audience, however, this model poses a few problems. The wine of choice for that month could fail to meet expectations, and that could result in a wasted bottle. And that is at full cost, too. One of The Sip’s competitors, Club Bubbly, charges $100 per month to deliver two bottles of champagne.

Why I Think The Sip’s Go-to-Market Strategy Works:

In its go-to-market strategy, The Sip emphasized its mini-bottle program: subscribers can try three mini-bottles of champagne at a fraction of the cost. If you happen to like one, you can buy the full bottle.

By solving common problems faced by subscribers of wine boxes, The Sip not only attracted the subscribers of its competition, but opened up this type of subscription to buyers who could not previously afford it.

6. Vuclip

Vuclip, a mobile video-on-demand service, tapped into emerging markets with limited access to high-quality video streaming services. Consumers in these areas — including India, Thailand, and Egypt — dealt with slow video buffering speeds due to a lack of advanced mobile networks.

Source

Why I Think Vuclip’s Go-to-Market Strategy Works:

The company‘s go-to-market strategy rested on appealing to those “must-have” markets, where it could come in with a competitive advantage by presenting an accessible platform that addressed those regional consumers’ issues with buffering.

The result? Vuclip built a subscriber base of more than 41 million consumers across over 3,000 cities, with plans to establish a presence in even more underserved markets around the world.

7. Upscope

Upscope, an interactive screen-sharing platform, came on the scene as a resource to suit a more technically inclined crowd than its competitors — namely onboarding, support, and IT specialists.

Why I Think Upscope’s Go-to-Market Strategy Works:

The primary pain point the company looked to address was the trouble consumers ran into when trying to share their screens — particularly when it came to walking prospects, customers, or employees through technical subject matter.

The company addressed that issue by creating a solution that lends itself to instant and interactive screen sharing — sparing users the trouble of fumbling through the screen share process and letting all parties engage with the content they’re seeing.

Source

Upscope supported its go-to-market efforts with a solid content marketing strategy — maintaining an active web presence and blog. It also incorporated integrations with other tools into its solution, giving itself more visibility and clout.

8. Baggu

Baggu is a reusable bag brand. While it seems rather simple on the surface, its go-to-market strategy has made a buzz in the world of sustainability.

Why I Think Baggu’s Go-to-Market Strategy Works:

This brand was created to eliminate unnecessary waste by responsibly managing deadstock products and fabric. This appeals to eco-conscious consumers who are trying to minimize their use of plastic bags.

Accompanying its relatable mission, Baggu has held many collaborations that take its products from functional to stylish statement pieces.

Baggu also partnered with Joonbug, a Jamaican artist known for impressive skate designs, and made colorful patterns that showcase his cultural roots and style.

Source

The products are visually interesting, eye-catching, and were marketed through Instagram — a social media platform designed for visual ads and promotion, and a perfect vehicle for a mutually beneficial collaboration for Joonbug, who is also a prominent influencer in the art sphere.

9. Thinx

Thinx is a feminine hygiene company that makes underwear for people with periods. This re-imagined approach to menstrual products has been gaining more traction in the industry, and its go-to-market strategy has definitely aided in its success.

Why I Think Thinx’s Go-to-Market Strategy Works:

A common pain point for people with periods is spending a lot of money on one-time hygienic products, and it’s not good for the environment, either. So, offering washable underwear with a two-year guarantee is a much better investment than the alternative.

Thinx is also known for partnering with organizations using cause marketing, like with Black Mamas Matter Alliance. BMMA focuses on the issue of maternal health (specifically for black women who are three times more likely to die from childbirth than other races) that Thinx’s audience would also care about or be aware of.

This strategy appeals to consumers who can feel good knowing they’re buying something that gives back a portion of profit to something beyond themselves, especially if it raises awareness of inequalities in maternal health.

10. Metaverse

One of the most outlandish ideas of recent go-to-market strategies is none other than the launch of the Metaverse. It’s an immersive, digital economy made by Facebook and a look into the future of the platform.

Why I Think the Metaverse’s Go-to-Market Strategy Works:

This brand understands that people are leading digital lives more than ever, which includes more online shopping — but without the experience of shopping in person. So, while it is more convenient to add items to your cart through clicks, customers give up the feel of shopping in-store.

Metaverse solves this by incorporating the brick-and-mortar experience in a VR-centric, digital world.

In addition to solving the online shopping dilemma, the PR campaign and influencer marketing was such a huge rollout on one of the most major social media platforms, it caused quite a buzz through the internet and news outlets.

GTM Strategy FAQs

1. What’s the #1 mistake to avoid when creating a go-to-market strategy?

From my experience, not having a targeted ideal customer profile (ICP) is central to GTM failure.

A broad or vague ICP leads to wasted resources and low conversion rates because you’d have targeted prospects unlikely to buy. As such, the #1 element of all successful GTM strategies is a well-defined ICP. Knowing this drives efficient messaging, marketing, and sales efforts. Without it, even great products fail.

2. Can I be certain I’ve targeted the right market and ICP?

You may have the right market, but your ICP is always evolving. Customer behavior, competitive dynamics, and market shifts require continuous refinement.

Use CRM data to analyze similarities among high-value customers—job titles, industries, and buying behaviors. Experiment with segmentation and feedback from such customers.

3. How do I shorten my sales cycle?

The length of your sales cycle depends on factors like season and price. For example, during a recession, there’s economic uncertainty, and entities may hold off on several purchases. In my experience, companies that survive such periods invest in building their brand.

The second is pricing. A $500 product moves faster than a $50K solution. Establishing trust is extremely vital when taking expensive vs cheaper products to market. So if your GTM motion involves selling high-ticket products, streamline decision-making by targeting decision-makers early, addressing objections proactively, using social proof, and personalizing all outreaches. For lower-cost products, optimize automation, trial offers, and urgency-based incentives.

4. Should I hire a marketing or sales team without finding a product-market fit?

No. Hiring a marketing or sales team before achieving product-market fit (PMF) leads to wasted resources and frustration. Without PMF, there’s no clear demand, making it hard to sell effectively.

Instead, focus on validating your ICP, testing messaging, and getting early adopters. Use founder-led sales, direct customer feedback, and agile iterations to refine the offer. Once you get repeatable sales and decent retention, scale your marketing and sales for predictable growth.

Create a Strong GTM Strategy for Your New Venture

Building a go-to-market strategy is critical before bringing your new product to the market. With the steps I shared in this guide, you’ll be well on your way to launching a product or service that solves for your future customers and becomes profitable in the marketplace.

Editor’s note: This post was originally published in November 2019 and has been updated for comprehensiveness.

If you haven’t heard the news, I’m here to deliver it: social selling on LinkedIn, my dear reader, is all the rage.

Try picturing this: you connect with a prospect on a Thursday, have a discovery chat locked in by Tuesday, demo by Friday, and then boom — you’ve got a deal closed before the weekend. We both know that this is a salesperson’s dream.

But you see, that magic doesn’t just happen. You won’t get those results without a stellar LinkedIn social selling strategy. And maybe you’ve already got a LinkedIn social strategy that’s working well; maybe you don’t.

Either way, to help you boost your effectiveness, I spoke to a few sales experts and asked them for their best tips for social selling on LinkedIn. Read on to learn their advice, strategies, and tactics to help you take your LinkedIn game to the next level.

Table of Contents:

• What is social selling on LinkedIn?

• Why Social Selling is So Effective on LinkedIn
• LinkedIn Social Selling Mistakes to Avoid
• LinkedIn Social Selling vs. Traditional Selling
• LinkedIn Social Selling Best Practices
• LinkedIn Profile Tips for Salespeople
• Social Selling on LinkedIn: Examples
• How to Build Your Personal Brand on LinkedIn
• My Last Words on LinkedIn [+ FAQ]

Why Social Selling is So Effective on LinkedIn

To help you better understand why salesfolks are turning to modern social selling and LinkedIn as their go-to strategy, I’ve gathered some stats from HubSpot’s 2025 State of Social Trends Report and 2024 Sales Trends Report about the broader landscape of selling — for companies and the customers they serve — on social:

• 70% of brands plan to sell products directly through social in 2025. (HubSpot State of Social Trends Report)
• Only 40% of B2C marketers and 30% of B2B marketers are currently selling their products on social platforms. (HubSpot State of Social Trends Report)
• 69% of marketers agree that more shopping will happen directly on social than on brand websites or third-party marketplaces in 2025. (HubSpot State of Social Trends Report)
• 45% of B2B companies use LinkedIn. (HubSpot State of Social Trends Report)
• Sales pros say that social media is among the top five (ranking at #4) most effective sales channels. (HubSpot Sales Trends Report)
• Social media content is the most effective type of sales enablement content; salesfolks who use it in their role are 58% more likely to perform over goal this year. (HubSpot Sales Trends Report)

While there isn’t much recently released research about the impact of social selling on LinkedIn specifically, I have a few guesses as to why social selling on LinkedIn has become so effective in recent years. Here’s my philosophy:

1. User-generated content (UGC) has become more popular, which means social selling has become more popular.

As HubSpot’s 2025 State of Social Trends Report revealed, 24% of marketers say one of the most significant benefits of building social media communities is incentivizing user-generated content.

At first glance, you may think this statistic isn’t super telling, but allow me to explain further. If anything, this statistic does indicate a clear shift in how customers — your customers — respond to content in the new age of social media. They trust peer-created stories over highly polished branded messages.

UGC allows salesfolks and companies to showcase real experiences with their products and/or services. When a salesperson shares how a client solved a challenge using their solution — or even better, when the client shares it — that content feels trustworthy, relatable, and worth their investment (whether it be their time, money, WOM, etc.).

2. When it comes to social selling on LinkedIn, it’s not about hard selling.

Social selling on LinkedIn is about two things: connection and context. It’s about how the salesperson — or even other customers — has been able to extract value from a product or service and, moreover, how that value aligns with the needs of their extended communities.

Rather than showing up in someone’s inbox with an aggressive pitch, successful social sellers lead with:

• Insight
• Experience
• Problem-solving content
• Honesty (especially about the results they’ve seen)

They tell stories. They break down lessons learned. They highlight use cases. This approach makes potential buyers more receptive because it comes across as helpful, not transactional.

3. Social selling on LinkedIn allows potential prospects to understand how a product or service works in the real world.

No one wants to feel like they’re being swindled. With social selling, prospects get a sneak peek at how your solution is used, what outcomes it drives, and how others in similar roles benefit from it.

It shifts the perspective from “here’s what we offer” to “here’s what it looks like in action” and “here’s how I made it work for me as someone in X role.” When done well, this transparency builds curiosity, making prospects more likely to reach out or respond (when the time is right).

4. Social selling (in a more broad sense) allows for authentic, more organic customer relationship building.

Because salesfolks interact with customers over shared interests and/or pain points through social selling tactics, they’re more likely to build trust and rapport behind the sale. Thus, these relationships are rooted in conversation, not conversion.

The result? Warmer leads, better customer retention, even referrals; here’s why this happens:

• People are far more likely to do business with someone who gets them without asking for anything in return (or forcing a pitch).
• Down-to-earth conversations create memorable interactions, which increases the chances of being top-of-mind when a need arises.
• Trust built over time often leads to introductions and referrals because happy prospects are more inclined to advocate for someone they’ve built a real connection with.

Although social selling on LinkedIn does indeed work, you should know what not to do before you do it. Next, I’ll discuss what you want to avoid in your approach and outreach strategy.

Pro Tip: Before you develop your social selling strategy, it’s crucial to determine how and what you’ll use to manage your social media presence. HubSpot’s Social Media Management Software, available through Marketing Hub, can help you do that (but without all the cross-platform confusion and headaches). I recommend trying it, especially if monitoring mentions and engagement are top priorities for your social selling plans.

LinkedIn Social Selling Mistakes to Avoid

There’s a learning curve for everything, my dear reader. It’s easy to fumble the bag when you’re new to LinkedIn, social selling, or both. However, the learning curve is never the problem. You’re not the problem either. A lack of awareness, however, usually is.

To help you sidestep errors that could set your LinkedIn social selling efforts back by months, here’s what I suggest avoiding if you plan to prioritize LinkedIn for prospecting, fostering client/customer relationships, and, most importantly, selling products and/or services:

1. Avoid leading with a sales pitch. LinkedIn isn’t Shark Tank.

Want to know the quickest way to get ghosted on LinkedIn? Hit someone with a sales pitch right after they accept your connection request.

Here’s why this will never work: it feels ambush-y. People want to connect with humans, not humans cosplaying as billboards. Social selling is about trust, so you need to offer legitimate value before you talk business.

2. Avoid abandoning your account.

You don’t have to live on LinkedIn, but disappearing for weeks at a time won’t help your visibility or build your credibility. You’re building relationships; just like in real life, people notice when you ghost.

So, keep your profile refreshed, relevant, and ready for engagement. Also, I recommend:

• Posting at least once or twice a week.
• Thoughtfully interacting with your network (this can be done in whatever way works for you, whether it be reposting, commenting, liking their content, etc).
• Regularly checking and accepting connection requests (don’t let them stack up … I’m speaking from experience).

3. Avoid posting content that isn’t relevant to what you’re offering.

While personality and authenticity are important, your content should align with your brand, expertise, and services. Posting random memes or sharing news with zero tie-ins to your value proposition confuses your audience and, over time, dilutes your message.

If you find yourself blanking on how to strike a balance between what you want to post and what you should post, I suggest asking yourself the following questions (then use your responses to build out content pillars that can guide your approach):

• Does this support how I want to be perceived?
• Will this help my audience solve problems, learn something, or see me as a go-to resource?
• Is this relevant to the services or solutions I offer directly or indirectly?
• Does this prompt my audience to think, engage, or take action in some way?

Remember: every post is an opportunity to reinforce what you’re known for.

4. Avoid ignoring engagement opportunities (‘cause that’s where all the magic happens).

Engagement is LinkedIn’s currency. If you want to see results quickly, you’ve got to commit to consistently showing up and interacting with intention.

Likes and comments aren’t just social fluff — they’re conversation starters. If someone comments on or likes your post, if they view your profile, that’s a signal to interact, not ignore.

That said, here’s what I recommend doing if you’re eager to build momentum on LinkedIn but unsure about where to start:

• Reply to comments on your posts (I highly suggest blocking out time on your calendar just to scroll through comments and reply to ones that pique your interest, even if they weren’t directly linked to your post).
• Respond to DMs promptly (even a short, friendly reply goes a long way in keeping connections warm).
• Tag folks (on opportunities that reminded you of them, on posts of tools or hacks they could utilize in their role, etc.).

Pro Tip: Using HubSpot’s AI Social Media Post Generator, also available through Marketing Hub, is an excellent time-saver for managing engagement opportunities without having to manually every notification you receive. With features like schedule and post, you can stay consistent (in every way, BTW) without being online 24/7.

LinkedIn Social Selling vs. Traditional Selling

I’m going to assume that you already know this. Still, I’ll say it anyway: social selling on LinkedIn and the well-known hustles (IYKYK) of traditional selling are two completely different ballgames.

Times have changed, so social and traditional selling have inevitably gone through many lifecycles. However, at the core of each methodology lies simple differences. I’ve put together a graphic and compiled a list of key contrasts to help you see the distinctions between the two. Take a look:

Traditional Selling

As briefly outlined in my graphic above, traditional selling is often transactional and focused on short-term wins. It’s the cold call, the elevator pitch, the impersonal email blast, the networking small talk … I hope you’re picking up what I’m putting down. In short, traditional selling relies on high-effort, high-volume tactics to build business, such as:

• A sales-first mindset
• Quota-driven tactics
• In-person meetings or networking events (as primary touchpoints)
• One-size-fits-all pitches

Essentially, traditional selling involves any sales technique that converts leads quickly. And while this may have been efficient for a long time, it hasn’t always prioritized being personable.

Therefore, it’s no longer the only (or the best) way to build a customer base, especially if your goal is to earn repeat business and loyal clients.

Social Selling

Conversely, social selling (quite literally) flips the script — and not the cold-calling one. Social selling is relationship-based and thrives on authentic engagement. Instead of forcing a pitch, you’re gaining trust by:

• Nurturing long-term opportunities (instead of pushing for quick wins)
• Engaging with prospects through personalized outreach
• Creating and sharing relevant content to demonstrate authority and insight
• Targeting quality over quantity by identifying the right-fit audience

While traditional selling might get your foot in the door, social selling helps you stay in the room — and build something meaningful once you’re there.

LinkedIn Social Selling Best Practices

So far, I’ve covered why social selling on LinkedIn is effective, the mistakes you should avoid while building your presence, and how social selling differs from what you know (and love … or hate) about traditional selling. This means there’s only one thing left for me to discuss: how to put your best foot forward when actually using LinkedIn to, well, sell.

Throughout this blog post section, I’ll guide you through how to do two foundational sales things on LinkedIn: prospecting and researching. I’ll also cover tons of underused LinkedIn features you probably didn’t know about.

Let’s get into it.

How to Prospect on LinkedIn

Here’s something I never thought I’d admit: LinkedIn is a lead generation goldmine, and there are tons of strategies for finding prospects. I’ll discuss each, ranked from most common to least, and how you can utilize them to get the most out of your time on the platform:

1. Search

I’ll start us off easy. Thanks to LinkedIn’s vast user base, ability to see mutual connections, and a wide variety of filters, I’d argue that its search capabilities are the most potent and well-known way to identify potential customers.

If you have the free version of LinkedIn, you can look for prospects with the following qualifiers:

• Connections: You can choose to find first-, second-, or third-degree connections. Here’s the difference between the three types.
• Mutual Connections: This option lets you find a prospect connected to one of your current connections. This is a great way to find potential common areas that you can use to start a conversation.
• Locations: You can find the prospects nearest to you or in your target geographical area.

• Current Company: Use this filter to find prospects at target businesses.

• Past Company: Use this filter to find prospects who share common ground with you. For instance, if they worked at one of your former employers, you can use this information to open up the conversation.

• School: Another handy feature for finding common ground. You can use this filter to find alumni from your college who might be good prospects.

• Industry: This filter lets you find prospects in target verticals.

• Profile Language: If your company plans to expand internationally, you can use this filter to find prospects outside your country. Just be sure you can speak their language.

• Open To: You likely won’t use this filter. It lets you look for users who are open to pro bono consulting and joining nonprofit boards.
• Service Categories: This filter lets you find prospects offering consulting services in various industries. It may be a good filter if you target freelancers in your prospecting strategy.
• Keywords: This filter allows you to search by first name, last name, title, company, and school.

2. LinkedIn Sales Navigator (Paid)

I highly recommend investing in LinkedIn Sales Navigator if you already do a fair amount of prospecting on the platform. Not only can LinkedIn Sales Navigator users run very specific searches, but they can also save leads and accounts to the HubSpot CRM with a single click.

Source

Now, there are various tiers you can sign up for. They’re as follows:

• Sales Navigator Core: You get 50 monthly InMail messages and advanced filters. Best for individuals.
• Sales Navigator Advanced: This is best for teams. It offers 50 monthly InMail messages, advanced filters, and administrative tools.
• Sales Navigator Enterprise: This is the best option for enterprise teams. It offers 50 monthly InMail messages, advanced filters, and CRM integrations.

Check out all features and pricing here. When using Sales Navigator, you’ll find two handy features for prospecting: Advanced Search Filters and Saved Search.

Advanced Search Filters

LinkedIn Sales Navigator users can use 40+ advanced search filters that help you find the exact and most qualified prospects. Once you see them, you can prioritize those with the most connections to build rapport, and it surfaces the right signals to help you engage at the right time.

Saved Search

Suppose your ideal customer is a product marketer at a medium-sized consumer goods company in the Pacific Northwest. Rather than periodically running a search for that type of prospect, set up a saved search.

Then, depending on your timing preference (daily, weekly, or monthly), LinkedIn will send you email alerts with new search results. Essentially, you’re getting a steady stream of pre-qualified prospects in your inbox.

3. “People Also Viewed” Sidebar

Once you’ve found a prospect, navigate to their profile and find the “People Also Viewed” box in the right-hand column of their profile. As they say, “The friend of my prospect is another prospect.”

4. Your Customers’ Connections

Looking for referrals? After you’ve closed a deal, look for status updates and posts from the customer stakeholders, especially your champion.

When other LinkedIn users comment or like your content, investigate them to see if they’re qualified prospects. Then, ask your current customer for an introduction or contact them directly (don’t forget to mention your mutual connection).

5. Notifications

LinkedIn sends notifications when a connection changes their profile. (Prospects must individually opt-in to allow their connections to receive notifications of profile updates, so I recommend using this tactic in tandem with another one.)

Every job change is a potential opportunity. Perhaps a customer is transitioning to a different company — they’ll probably be eager to implement a tool they already know. Or maybe your champion just made a lateral move. Could their new department benefit from your product like their old one did?

To see when people in your network have been promoted, changed jobs, or moved to a new company, periodically scroll through your Notifications section.

6. Lead Gen Forms

LinkedIn Lead Gen Forms come recommended by LinkedIn’s VP of Marketing, Jim Habig.

He spoke to my colleague and called the native tool one of its most potent lead-generation tools. He told her, “LinkedIn Lead Gen Forms streamline lead generation by auto-populating users’ LinkedIn profile information when they click on your ad.”

He continued, “This simplifies the process for users, allowing them to submit their information easily and boosting lead generation efficiency. Furthermore, the collected data can be synchronized with your CRM system.”

I recommend using this tool in partnership with your marketing efforts. If you’re putting out an ad on LinkedIn, use Lead Gen Form to capture information from anyone who interacts with your ad. Once you have their information, you have what you need for future nurturing opportunities.

7. LinkedIn Articles

To reach hundreds and potentially thousands of prospects, publish a LinkedIn Article (formerly LinkedIn Pulse) with advice or insights on a common pain point your customers face.

You can tag coworkers, business acquaintances, and/or customers in the comments to encourage some debate and make the post more visible. Then, wait for prospects to begin commenting.

Plus, since you’re discussing an issue that directly concerns them, there’s a good chance most of the participants will need your product, and you can begin forging relationships.

8. Social Selling Index Score

Find out how well you’re doing by checking your official Social Selling Index (SSI) score on LinkedIn (be sure to be logged in before clicking the link). This tells you how well you’ve established your professional brand, found the right people, engaged with insights, and built relationships.

Here’s a screenshot of my social selling index just to give you an idea of what it looks like. (Please don’t use my score as a reference … aim much higher than 23!)

How to Research on LinkedIn

Your prospect’s LinkedIn profile tells you basic but essential facts, such as their title and company, primary responsibilities, job tenure, location, and industry.

However, it also uncovers much more, like insight into their personalities, interests, and preferred communication styles. After skimming their LinkedIn summary and recommendations, try to gauge their character. How do others describe them? How do they describe themselves?

Take a look at former HubSpot executive Dan Tyre’s recommendations:

Terms like “enthusiastic,” “high energy,” and “passionate” are frequently mentioned. A rep selling to Tyre should strive to match his ebullience and optimism.

You should also review your prospect’s profile’s highlights, featured, activity, and interests sections. Here’s a brief overview of what you’ll likely see when peeking through a prospect’s profile:

1. Highlights

“Highlights” shows you any existing mutual connections and employment overlap. This is valuable fodder for building rapport; in your outreach email or InMail, you can mention something like, “I see you also did a stint at Dunder Mifflin” or “I’m a friend of Pam Halpert’s.”

2. Featured

LinkedIn’s “Featured” section shows your prospect’s content chronologically. You can see which posts they’ve liked, commented on, and/or published themselves.

3. Activity

Next is the “Activity” section. This section gives you a feel for their personal and professional interests. Did they comment on a thought leadership piece about nutrition in the workplace?

That could be a great jumping-off point for your first conversation. Did they like an excerpt from a book about leadership? Ask them for reading recommendations in your email.

4. Interests

Finally, check out the Interests section. The companies, groups, influencers, and schools they follow or belong to will appear here. Get a quick overview of their role models, professional communities, and more.

LinkedIn Profile Tips for Salespeople

Because you work in sales, you already know you’re targeting a different audience than most professionals. You want to appeal to prospects, not hiring managers and recruiters. To do so, you’ll need a professional profile.

That means your LinkedIn profile shouldn’t show how great you are at selling. Do you think customers care that you went to President’s Club or broke the team record for upsell revenue? Not in the slightest.

These details only remind them you’re a sales rep — which could encourage them to feel suspicious about your motives. So what do they care about? One thing: How have you helped customers similar to them.

Here are some suggestions I think you should heavily consider if you want to take your LinkedIn profile from sales-focused to customer-focused:

1. LinkedIn Headline

There’s a simple formula for creating a memorable, eye-catching LinkedIn headline:

“[Title]: helping [prospects] do X.”

For instance, you might use “BDR: Helping SMBs adopt inbound marketing” or Senior Sales Manager: Helping fitness studios go digital.”

LinkedIn Summary

Your LinkedIn summary should be one paragraph — two at the max. Prospects usually skim your profile, so anything longer won’t be read.

Describe your role, unique value proposition, and passion for the job. And don’t be afraid to give your summary a little personality. You want readers to feel like they know you already.

Here’s a sample summary:

“As a senior account executive for Briton Foods, I get to work with corporations to reinvent their food and beverage programs and make them healthier, tastier, and cost-effective. I studied nutrition in college and am passionate about healthy food. But I’ll be real: I eat almost as much chocolate as quinoa. Connect with me to learn how your company can start offering nutritious and delicious food to your employees.”

If you’re feeling stuck, check out these LinkedIn summary examples for salespeople.

2. LinkedIn Role Descriptions

Under your current position, you might write:

• Work with businesses in X, Y, and Z industries to reduce manufacturing defects by 3% on average

• Help customers reduce costs by $500,000

• Achieve 100% passing rate for safety standards for customers

These accomplishments tell a potential buyer, “I can positively impact your business.” Once they believe that, they’ll almost always accept your connection request, respond to your InMail, or agree to a call.

3. LinkedIn Profile Picture

According to LinkedIn’s very own data, simply having a picture — any picture — makes your profile 14 times more likely to be viewed.

This makes sense to me — if you have a generic icon, you look like a spammer.

But not all photos are created equal. Yours should represent you in the best light possible, meaning it looks like you, focuses on your face, has good lighting, and doesn’t have a distracting background.

I recommend hiring a professional photographer to take a headshot if you can afford it. It can cost a few hundred dollars upfront, but it’s a rewarding investment for a professional profile. Alternatively, call in a favor with someone good with a camera.

Once you’ve chosen a final contender, I recommend asking those around you (manager, peers, trusted friends, etc) to look at your profile picture and give you their first impression.

Do you seem friendly and open, or unapproachable and unprofessional? Getting feedback from multiple sources will reveal whether your image will help or hurt you.

If you’re feeling adventurous, you can create an AI-generated headshot. My teammate Caroline Forsey recently tested Media.io, and you can read about it here.

Final Tips for Your LinkedIn Profile

The more fleshed-out your profile is, the more credible and legitimate you’ll seem. You can add your X (formerly Twitter), Facebook, and Instagram profiles (if you use them professionally) for added social proof and linking. Your email and phone number should be visible as well, along with your company website.

Now that your profile is up to par and you know how to look up and connect with leads on LinkedIn, I’ll go over how to use the platform to land the sale.

Barrett J. King, Sr. Director of Revenue at New Breed, says, “First, let’s recognize that social selling is everywhere now — whether it’s individuals building personal brands or companies empowering their people to become go-to-market ambassadors on social. Because it’s so common (especially on LinkedIn), you’ll see exceptional social selling techniques right up alongside the noise.”

As I mentioned above, salespeople say social media is one of the most effective channels for selling. They also say it offers the highest quality leads, and high-performing salespeople are 12% more likely to use it when selling. So, how are they achieving that success?

LinkedIn Social Selling Best Practices

I asked sales experts to share some of their best tips for social selling on LinkedIn, and you can leverage their advice to join the ranks of high-powered sellers. Here’s what they had to say below:

1. Share valuable content.

First and foremost, you should share valuable, engaging content relevant to your ideal customer. Valuable content is the most relevant to your target audience and their pain points because otherwise, you risk speaking into the void.

Tyler Meckes, Growth Strategist at Impulse Creative, told me, “With social selling, being too generic will leave your true value diluted and will not be as effective in converting to meetings or business. Instead of broadcasting broad messages, today’s sophisticated, research-oriented buyers will see more value if the content you share strategically aligns with solving their specific pain points.”

I recommend sharing original content you (or your company) create, relevant insights from thought leaders in your target customer’s industry, or a combination of both.

Your overall goal is to share information that speaks to the main challenge or problem your prospects want to overcome because they feel more inclined to engage when they come across this content. It also helps build trust and rapport as you prime contacts for a potential sale.

2. Join LinkedIn groups that serve your target audience.

By joining LinkedIn groups, you can expand your potential reach and LinkedIn network, making it possible for those in the group to connect with you and view your profile even if you don’t have any mutual connections.

Don’t limit yourself by only joining groups relevant to your industry. Seek out groups your ideal customers belong to and be an active, engaged member of the groups you join. If you actively engage in the groups you use, potential customers can come across your content and recognize you as a source of valuable information.

Another bonus? Groups help you learn more about your audience. You can read through posts and comment threads to know what prospects are interested in and talking about, jump in and add helpful information, or even use what you’ve learned as a starting point to send a private message and initiate the conversation.

3. Personalize connection requests.

When sending connection requests to prospects or individuals you don’t know personally, including a personalized message is critical. By sending a personalized request, you provide the necessary context, telling this individual why they should add you to their network. This can help you stand out in a sea of generic requests.

To add a personalized note, click the “Add a Note” button when prompted before sending your connection request.

The note doesn’t have to be incredibly detailed, but it should provide context for your connection. Here’s an example:

If you’re feeling stuck, here are some points you could choose to include:

• A personalized greeting using their name
• Mutual connections (if applicable)
• Mutual groups (if applicable)
• A piece of content they engaged with
• Experience on their profile that stuck out to you

4. Facilitate meaningful conversations.

Once you connect with a prospect on LinkedIn, keep the conversation going. The personalized message you send when making your connection request can be a good conversation starter. Still, it’s probably not ideal to go in for sale immediately, and Meckes agrees. He says, “Another major issue I see [with social selling] is the all-too-familiar ‘connect-and-pitch.’”

Instead of asking for a meeting immediately in your initial request, you’ll want to stay in touch, remain on their radar, and nurture your relationship before giving an ask.

Meckes’ shared his favorite cold-prospecting process with me:

1. Connect without any asks.
2. Follow the prospect’s account to keep track of what they post.
3. Engage with their posts, share content they may be interested in to provide value, and, when appropriate, keep the conversation going by commenting on their posts.
4. Use a timely and relevant trigger from something they’ve said to introduce how you’ve helped others similar to them.
5. Use an interest-based call-to-action to determine if it’s a significant enough pain worth solving.

He says, “Only after you’ve built rapport – and a relationship – have you earned the opportunity for your own ‘ask.’”

5. Take conversations offline.

After building rapport, don’t be afraid to take the conversation offline. When you feel the prospect is ready to begin having more serious sales conversations, offer to set up a phone call or meeting time to learn more about their concerns and offer solutions on behalf of your company.

Social Selling on LinkedIn: Examples

How do you begin social selling straight from your profile? Take a look at examples from top companies and salespeople on LinkedIn below:

1. The Hypothetical Question

Source

What better way to generate engagement on one of your posts than by asking a question?

Why not ask a question directly addressing your target buyer?

In this example from our LinkedIn page, we ask, “You’re hired as a CMO and tasked with doubling your company’s brand awareness. Where do you start?”

I find this post to be effective because:

• CMOs are one of our target personas.
• We get to understand their challenges with this question.
• It prompts thought — it’s not a question that can be answered by a simple yes or no.

In the same way, I recommend asking questions that target the type of people you’d like to sell to. Once you receive comments, respond, continue the conversation, and connect.

2. The Listicle

Yes, listicles still work. The best part? They’re relatively easy to write and can touch upon topics your prospect will likely relate to.

In this example, a sales leader shares which sales tactics annoy him. You don’t have to write such a pointed listicle. Instead, you can touch upon common pain points that your prospects face. In that way, they can chime in and air their frustrations — and you can begin to position your product as the solution.

Listicles that are short and to the point align with King’s tip on simplicity: “Longer posts aren’t better posts,” he says. “If you can get it across in 15 words, do it.”

3. The Thought Leadership Post

In this example, a representative from a software outsourcing company discusses what to look for when hiring a software engineer. He effectively addresses his target prospect’s core desire: outsourcing software labor so that they can grow their business.

Part of being a thought leader on LinkedIn means bringing your prospects a fresh, new perspective about what they want and need, and King says you can do so by being creative. He says, “Don’t copy other sellers and thought leaders. Be bold. Consider your experience and perspective, and meet audiences where they are.”

Meckes gives a similar tip based on the mistakes he’s observed in other social sellers: “One of the biggest mistakes I see in social selling is also one of the biggest pitfalls of traditional selling — that is being too generic, casting too wide of a net, and ultimately not having any type of strategic approach to social outreach.”

4. The Resource Pitch

Yes, you can pitch directly on your posts — but you have to be strategic about it.

In this example, the poster asks about a common pain point. She then outlines some steps her prospects could take to resolve the pain points and ends the post by inviting the users to comment “CLOCKWORK” to get a resource.

To me, offering a resource is the key. By giving your prospects something for free, you can automatically begin a conversation once you send the resource to their inbox.

5. The Inspirational Story

Share a quick narrative with a lesson learned, and you’ll be sure to engage prospects who feel the same way.

In this example, a TV professional shares a conversation about why she posts on LinkedIn. She ends the story with a positive takeaway and invites users to follow her hashtag.

While it seems like inspirational stories are all over LinkedIn lately, there’s nothing wrong with them — in fact, positivity can do a lot to brighten up your prospects’ day. It’s especially effective if the takeaway connects to your prospects’ pain points.

Pro Tip: If you’re struggling with what to post, I strongly recommend tapping into the beautiful, tremendous powers of AI. When utilized for social media, HubSpot’s Breeze AI can suggest personalized posts tailored to your audience (and the best times and days for posting) and help you draft copy that feels true to your voice and style.

Even if you don’t want to use AI for all of your social media efforts, I think you should at least use it to spark ideas, streamline your workflow, and beat any dreaded content blocks.

How to Build Your Personal Brand on LinkedIn

A personal brand is the reputation you’re known by. It can usually be summarized in three to eight words. For example, Jeff Bezos’s personal brand might be “Driven, passionate, hyper-intelligent, and business-minded.” Tina Fey’s could be “Funny, strong, self-deprecating, quirky, and brave.”

Your personal brand isn’t necessarily positive. If you’re overly pushy with prospects, “aggressive” will become part of your brand. If you’re manipulative or dishonest, “untrustworthy” will define you.

Luckily, LinkedIn is a fantastic platform for intentionally shaping and promoting an appealing personal brand.

First, identify the adjectives you want prospects and customers to know you for. These should be realistic but aspirational. To give you an idea, you might pick “event marketing expert” even if you’re still building your event marketing knowledge.

Then, figure out what content you can create to showcase those traits.

Here are the main areas of your profile that reflect your personal brand:

• Your summary
• The recommendations you’ve received
• Your posts

I recommend creating “themes” that run throughout your profile. For example, my summary might mention my passion and expertise in event marketing. Then, I’d ask a coworker to recommend me and mention how valuable my events marketing strategy advice is to customers. I’d also write a few posts about events marketing (i.e., how to get started, best practices, etc.).

Then, when a prospect looks at my profile, they’ll quickly see I’m well-versed and a credible resource in events marketing.

My Last Words on LinkedIn [+ FAQ]

If you made it this far — first of all, you’re a real one. Second, you now know that social selling on LinkedIn isn’t just a buzzword; it’s a strategy that works when done right.

If you use LinkedIn correctly, it can be one of the most valuable tools in your arsenal — not just for finding leads but also for building genuine, trust-based relationships that turn into lasting business.

So, flesh out your strategy, optimize your profile, and start connecting with buyers who actually want to hear from you.

Oh, and if you’ve got any lingering questions, I’ve got you. Check out the FAQs below:

• What is LinkedIn Sales Insights?
• How to Avoid LinkedIn’s Commercial Use Limit
• How to Optimize Your LinkedIn Profile For Sales [Visual Template]

And hey — if you’re going to shoot your shot, ensure it’s from the right angle.

Editor’s note: This post was originally published in September 2017 and has been updated for comprehensiveness.

In simple terms, “sales” refers to all activities involved in selling a product or service to a consumer or business — but it means so much more in practice.

I know from my experience running my own photography business that a lot of effort goes into successfully closing a deal — from sourcing prospects, to building relationships, and providing customers with solutions.

In this article, I’ll dig into types of sales, common sales terms, and sales methodologies to help you solve for the customer and increase revenue.

Table of Contents

• What is sales?
• Types of Sales
• Common Sales Terms
• Types of Sales Methodologies
• Learn the Art of Sales

Since selling is the point of business, companies staff entire departments with employees whose purpose is to sell their products and services. The basic process consists of salespeople reaching out to contacts who might be interested in purchasing what they’re selling — prospects that demonstrate interest through actions like visiting the company website or interacting with the company on social media.

The goal is to reach out to leads who have shown interest in or fit the description of the company’s target customer. The idea here is to provide them with a solution that results in a purchase of their product or service.

While many sales teams are held to monthly quotas and benchmarks for converting leads and closing deals, I’ve discovered that the secret to success and the real goal of sales is solving for the customer.

Marketing and Sales

In order to find leads who are likely to convert to customers, most businesses have marketing departments to make their offerings known. The campaigns and efforts of the marketing organization are some of the best ways to generate qualified leads for sales.

While marketing and sales use different processes, both business functions impact lead generation and revenue.

So, how do sales teams sell? I’ll go over the most common types of sales.

1. Inside Sales

When sales teams engage with their prospects and customers remotely, often from an office alongside their team members, they follow an inside sales approach. This means they are selling from within their company. Organizations that use an inside sales approach often tend to have leaner, more automated processes and structured hours.

SaaS, ecommerce, tech, and B2B businesses frequently use the inside sales model.

Inside Sales in Action: AT&T

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From phone service to internet to TV, AT&T provides products and services for just about any consumer and business. While ATT is a DTC company, I think they’re a great example of inside sales.

The company’s inside sales reps contact leads and prospects to complete the traditional sales process — uncovering the customers’ needs, matching them with the right solution, and closing the deal. They might use a sales software to keep track of customer interactions and sales won.

2. Outside Sales

Outside sales are — you guessed it — the opposite of inside sales. Instead of staying in the offices, these salespeople broker face-to-face deals with their prospects. This implies that they are selling from outside their company — traditionally through door-to-door or field sales. These teams tend not to have strictly regimented processes, allowing freedom and flexibility for reps to develop and implement their own sales strategies.

Businesses that sell expensive physical products to other businesses often use outside sales teams since it is important for prospects to actually see and understand the product before making a purchase decision.

Outside Sales in Action: Johnson & Johnson

As a leader in medical technology (among other things), J&J employs the skill set of experienced sales reps to match their products with medical professionals and institutions.

Medical devices sales reps spend the majority of their time traveling — but once they reach their destinations, they meet with medical professionals and administrators who make decisions about what to purchase. They have to be experts in their products to not only demonstrate how it is used but to train the medical professionals who will be using the tech for their patients.

In addition to traveling to prospective customers, they might attend conferences, trade shows, and events where these decision-makers might be in order to network and build relationships before it’s time to make a sale.

3. B2B Sales

B2B stands for “business-to-business” and describes companies that sell products and services to other businesses instead of individual consumers.

While B2B businesses can have inside or outside sales teams, all B2B sales tend to have a higher ticket value and more complex terms because the goods sold to other businesses typically play an essential role in how the buyer’s business operates.

Within the realm of B2B, sellers can primarily support SMBs (small to medium businesses) or enterprise customers.

B2B Sales in Action: GetAccept

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GetAccept is a sales enablement platform that helps sales reps build relationships with buyers. I think it’s a straightforward example of a B2B company: It’s a business that helps other businesses sell better. Its sales reps work with other sales team managers to promote the benefits of the GetAccept products and create long-term clients that generate revenue for the business over time.

4. B2C Sales

Unlike B2B sales, B2C (or business-to-consumer) sales revolve around transactions between a company and its individual consumers. These deals tend to be of lower price value and complexity than B2B sales and can involve multiple deals with a variety of customers.

We all engage in B2C on a regular basis — everytime we go to the grocery store or the mall, all the subscriptions we have, online shopping, and personal services are all examples of B2C in action.

B2C Sales in Action: uPack

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Moving companies, for example, rely on B2C sales to connect directly with the consumer who uses their services. uPack uses digital ads to source leads, which their B2C sales team turns into customers.

I appreciate their simple but effective sales process. The company gets customers interested in their services by offering them a free quote on their move. Then, the B2C sales reps get to work enticing the prospective customer to choose their moving service over the competition because of lower prices and faster moves.

5. Business Development Sales

Business development is an essential part of the sales process for many B2B companies, especially if they have a complex sales cycle. The business development reps (BDRs) are responsible for top of the funnel activities like researching prospects, creating educational material about their offering, and reaching out to cold leads. If the prospects they contact are interested, they’ll typically pass them along to the sales team to negotiate and close the deal.

Though business development doesn’t account for an entire sales transaction, it’s an important aspect of the sales function for many companies.

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Business Development Sales in Action: Slack

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BDRs at Slack are responsible for the pipeline within enterprise accounts. They drive outreach to several stakeholders at the companies where they work. People in these roles are expected to be product experts and build demand for the Slack product.

6. Agency Sales

This type of sales involves generating and converting new leads to sign onto service packages from an agency. The average agency sales cycle is between one and three months, with high-value or complex cycles taking six months or more. Most agencies bring on one to three new clients each month.

In the agency sales space, clients are typically sign based on either of these models:

• Project. For agencies that sign clients by project, they primarily focus on bringing in new business, selling service packages to new clients as their current projects wrap up.
• Retainer. With a retainer model, agencies can engage with clients on an ongoing basis, which allows for predictable recurring income and less dependence on bringing in a steady stream of new customers.

Agency Sales in Action: UMG

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The UMG team of brothers started their creative agency using agency sales — selling one-off projects like business plans and ongoing website services to businesses in South Carolina. Now, the business has grown to multi-million dollar heights with several loyal clients on retainer. As you can see, it’s possible to employ both project and retainer models simultaneously.

7. Consultative Sales

Consultative selling is a style of selling that focuses on building trust with the customer to understand their needs before recommending a specific product or service.

With consultative selling, sales reps focus on building a relationship with the buyer and leading the sale with how the offering will benefit the individual customer, instead of solely focusing on the features of the product to make the sale. In my opinion, consultative selling can (and should) be part of all sales models so the customer feels understood.

Consultative Sales in Action: Legacy Home Loans

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I think consultative sales is especially effective for complex and high value sales, like shopping around for a mortgage lender. A lot of variables can influence a home buyer’s decision to choose one lender over the other, especially in the current market. The truth is, those variables are cold, hard numbers.

Consultative sales works for mortgage lenders because they can bring a human aspect to the home loan process. Legacy Home Loans does exactly this, even measuring success “one smile at a time.”

8. Ecommerce Sales

Does your company sell products exclusively online? Is your customer able to research your product, determine whether they want to buy it, and make their purchase online, all without needing to engage with someone from your company? If so, you’re following an ecommerce or online sales model.

While this type of selling is more hands-off than other types, it can work well for lean companies who can’t staff a full sales department, or for companies who offer products that can be effectively sold through targeted digital marketing.

This model has grown exponentially over the past five years in the B2C space, hitting $1.192 trillion in 2024 and accounting for 22.7% of all retail sales. It is the preferred way of shopping for Millennials and Gen Z.

Ecommerce Sales in Action: Kissed By A Bee

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Worldwide ecommerce sales grew by more than 27% in 2020, and Kissed By A Bee received a share of that growth. This company provides herbal remedies and beauty products completely online. While it does provide live customer service, most of its marketing and sales efforts take place completely online.

9. Direct Sales

With a direct selling model, individuals are able to sell directly to consumers outside of a traditional retail environment. With this method, sellers conduct the sale one-on-one with their customers, often earning a commission.

This form of selling is commonly used by network marketing representatives and real estate professionals.

Direct Sales in Action: Mary Kay

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I had a brief stunt in direct sales, selling beauty and skincare products from Mary Kay. Customers can’t buy Mary Kay products from any store; they can only buy them from Independent Beauty Consultants.

As a consultant, I helped my clients find the right products for their skin type, complexion, and the look they wanted. I then purchased the products wholesale from Mary Kay and sold them at retail.

10. Account Based Sales

Businesses that have large enterprise accounts with several points of contact look to account based sales to serve these customers. These types of sales tend to be highly customized for each customer. Unlike business development sales, account based sales teams don’t hand off their opportunities to a sales development rep to close.

Instead, the opportunity stays within the account based team to serve that customer from lead to opportunity and all the way through to customer success. I think the benefit of account based sales is that the sales team gets to build a relationship with the enterprise over a longer period of time which results in a higher lifetime value (LTV).

Account Based Sales in Action: PepsiCo

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I can’t imagine how difficult it would be to buy my soda directly from the bottling warehouse. Like many other food and beverage companies, PepsiCo does business with retailers of all sizes, locations, and types to get its products to consumers.

To manage all of this, the company takes an account based approach to sales and account management. Key Account Managers (KAM) are responsible for managing these relationships before, during, and after the sale.

They’re responsible for achieving profitable sales targets for large retail stores like Walmart and Target. KAMs ensure that the demand from the account matches what the sales team has forecasted for the account so that consumers never find a store that’s out of Mountain Dew.

Common Sales Terms

Here are some of the common terms that are associated with sales and selling.

1. Salesperson

A salesperson is an individual who performs all the activities associated with selling a product or a service. Synonyms for salesperson include sales associate, seller, sales agent, and sales rep or representative.

2. Lead

A lead is any person who has shown some interest in your company, product, or service. These are people or companies at the very top of your sales funnel who are not yet ready to discuss a sale.

3. Prospect

A prospect is a lead who has good chances of converting into a customer. Not only have they shown consistent interest in your offering, but they also fit your ideal customer profile (ICP). The salesperson uses prospecting techniques like making warm calls, email outreach, and social selling to connect with prospects. If the prospect is interested in the product or service, the sales rep can apply different sales closing strategies to turn the prospect into a customer.

4. Sales Qualified Lead

A sales qualified lead (SQL) is a prospect who’s ready to have detailed conversations with sales about solutions, pricing, and deals. They are someone who has purchasing power.

5. Deal

A deal represents the product or service you’d like to sell and the price associated with it. Deals have multiple stages, which can vary depending on the business, its processes, products, and industry, and deal performance can be tracked using a CRM. Salespeople can put together deal plans to make the selling process easier for the prospect and the sales rep.

6. Sales Funnel

A sales funnel describes the path your prospects take to become customers — in other words, the customer journey with your company. The funnel shape is a good depiction because you tend to have lots of leads at the top who drop off as they determine they’re not interested in your solution or that it won’t solve their pain points. Those who continue down the funnel end up as your customers.

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7. Sales Pipeline

The sales pipeline describes all the steps in your sales process. It gives salespeople a visual representation of where prospects are in the sales cycle, often described as the “deal stage.” These are the prospects your sales team is actually in contact with.

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According to the Gartner 2025 Chief Sales Officer poll, one of the top priorities of sales organizations in the U.S. is simplifying complex seller roles to speed along the deals in their sales pipelines.

8. Sales Plan

The sales plan outlines the goals, objectives, and strategies for a sales organization. It includes details about target customers, market conditions, revenue targets, pricing, team structure, and more. It also lays out the tactics the sales teams will use to achieve their goals.

Types of Sales Methodologies

In my opinion, a sales process is key to running a successful sales organization. Here are some of the top sales methodologies businesses use.

Solution Selling

These days, 59% of consumers have done their research before getting in contact with sales. They know their problem and have researched possible solutions.

Solution selling acknowledges this reality, so the salesperson leads the conversation with the benefits that a custom solution will give the prospect. In my opinion, the point is not so much to sell the what of your product but how it can meet and exceed the prospect’s needs.

Inbound Selling

With this sales method, salespeople act as a consultants. They meet the prospects where they are and solve for prospects’ pain points. The idea is not to sell for the sake of selling but to sell to the right people who are already looking for the solution you offer. I find this method pairs perfectly with consultative sales.

SPIN Selling

SPIN selling is used to describe the four types of questions salespeople should ask their clients:

• Situation
• Problem
• Implication
• Need-Payoff

The questions identify the prospect’s pain points and help the salesperson build rapport with the buyer. After a strong relationship is in place, then selling can proceed.

NEAT Selling

This is a framework that’s used to qualify leads. NEAT stands for:

• Needs
• Economic Impact
• Access to Authority
• Compelling Event

I think it’s crucial that leads are qualified before you try selling them something they don’t need. Because if they actually don’t need (or can’t afford) what you offer, you don’t want to sell to them either.

Conceptual Selling

Conceptual selling is a method where salespeople uncover the prospect’s concept of their product and seek to understand the prospect’s decision process. The idea is you sell the concept of your solution, not the solution itself. I think this especially applies to luxury items.

SNAP Selling

SNAP selling is an acronym for:

• Keep it Simple
• be iNvaluable
• always Align
• raise Priorities

By following this strategy, salespeople are honest with their prospects, provide helpful information, and show how their solution aligns with the goals and priorities of prospects.

The Challenger Sale

The Challenger Sale follows a teach-tailor-take control process. Salespeople:

• Teach the prospect.
• Tailor their communications.
• Take control of the sale.

I think it’s a balanced approach to understanding your prospect while moving the sale along.

The Sandler System

This system prioritizes building mutual trust between the sales rep and prospect. The salesperson acts as an advisor and asks questions to identify the prospect’s challenges to see if their offering is a good fit. I appreciate that it changes the dynamic from seller-trying-to-persuade-buyer to both honestly seeing if they are a good fit for each other.

Customer Centric Selling

With this method, the salesperson focuses on communicating with the key decision-makers in the sale and finding solutions to address their pain points or challenges. Using this method, sales reps focus on building relationships with prospects, understanding customer needs, goals, and priorities, and tailoring a solution that will provide long-term value.

MEDDIC

Like NEAT, MEDDIC is a method for qualifying leads. It stands for:

• Metrics
• Economic buyer
• Decision criteria
• Decision process
• Identify pain
• Champion

The salesperson asks questions about these topics to help determine if the prospect is a good fit and, if so, to move them forward in the sales process.

Learn the Art of Sales

The primary goals of sales are to create custom solutions for their prospects and generate revenue for the business. But there are many ways to go about reaching these goals.

Whether you’re looking for growth opportunities within sales or you’re joining the field for the first time, I hope this quick guide to sales has provided you with a basic understanding of the types of sales you can do and how they work within the entire business.

Editor’s note: This post was originally published in April 2020 and has been updated for comprehensiveness.

Nobody bats 1.000. We all make mistakes in every facet of life, and sales is no exception. Some sales screw-ups are borderline inevitable, but others are pretty avoidable. Still, even though those hitches and hiccups are common and dodgeable, they still fly under the radar enough to trip plenty of sales professionals up.

It can be tough to pin them down until they pop up on you. That’s why we here at The HubSpot Sales Blog — the sales-related and sales-adjacent equivalent of The Rosetta Stone, The New York Times, and Walter Cronkite combined — reached out to some experts for their takes on crucial sales mistakes you need to be mindful of.

Check out what they had to say!

7 Crucial (but Common) Sales Mistakes to Avoid in 2025

1. Leaning too Hard on Cognitive Biases and Scarcity Language

Bryan Vasquez, Head of Sales at LinkBuilder.io, says, “When it comes to B2B SaaS sales, too much focus on cognitive biases — such as urgency plays, scarcity techniques, or social proof manipulation — can backfire fast. When sales professionals leverage these psychological shortcuts to induce pressure, it definitely damages trust.

“We‘ve witnessed deals go stagnant or completely fall apart when prospects realize they’re being nudged and not informed. For instance, if you use scarcity language such as ‘only a few spots left’ or ‘this price expires today,’ while that might work in B2C, in B2B where there are multiple stakeholders making decisions together, it is gimmicky and typically a sign of desperation.

“We‘ve instead found that aligning with the buyer’s process and providing insight-driven guidance builds long-term credibility. Higher conversions come from performance selling — taking the customer through return on investment, impact of integration, and real use cases for their business.

“In fact, we increased our win rate by 20% over two quarters by replacing urgency-based CTAs with data-backed proposals and tailored value maps. The takeaway here is that SaaS sales aren’t built on gimmicks that skim the surface of psychology; they thrive on transparency and value — along with good, old-fashioned hard work. The fit of the product and the strength of the relationship should do most of the work!”

2. Rushing to Pitch Before Establishing a Connection

Nitesh Gupta, Founding Member of Concurate, says, “I once watched a sales rep send over a pitch deck two minutes into a call. The buyer had barely finished explaining their problem. You could feel the tone shift. They nodded politely, but mentally, the call was over!

“That‘s the trap I see — rushing to pitch before there’s any real connection. Especially when reps rely on pre-made assets like case studies or one-pagers to ‘do the convincing.’

“We helped a client slow things down. Instead of leading with content, they started by asking better questions. Then, when the moment felt right, they’d share a short story, not a sales pitch, but something about how someone in a similar role tackled the same challenge.

“The result? Way more back-and-forth. Prospects felt heard. And deals moved forward without the push. Sometimes, the worst tactic is just bad timing, disguised as enthusiasm.”

3. Focusing on What You‘re Selling More Than a Prospect’s Needs

Steve Farmiloe, Director of Channel Sales at TPx Communications, says, “B2B SaaS sales professionals often focus on what they have to sell instead of what the customer’s needs are. This is the biggest mistake they can make. Just assume that you have a full medicine cabinet with literally every prescription or technology that the customer might need.

“99% of your focus needs to be on discovering what the business objectives are for your customer. Can you imagine going to a doctor who just starts launching into all the new prescriptions they can prescribe? Instead, a good doctor listens, asks probing questions, and listens more before they even begin to prescribe. Sales professionals need to do the same.”

4. Ignoring the Decision-Making Unit

Spencer Romenco, Chief Growth Strategist at Growth Spurt, says, “Ignoring the decision-making unit is one of the biggest reasons deals fall apart. These decisions are rarely made by one person.

“Even if a contact is leading discussions, there‘s usually a group behind them involved in the approval process — people from IT, finance, legal, and procurement all weighing in at different stages. If those people aren’t part of the conversation early, the risk of internal objections grows.

“Deals stall, priorities shift, and the opportunity disappears without much warning. It’s not because the product didn’t make sense, but because someone important was left out.”

5. Pushing a One-Size-Fits-All Solution

Louis Balla, CRO of Nuage, says, “One ineffective sales tactic to avoid is pushing a one-size-fits-all solution. I’ve seen teams fail when they focus solely on selling a specific product without understanding the unique needs of each business.

“At Nuage, we’ve dedicated ourselves to tailoring ERP solutions to match client requirements, and this customized approach consistently leads to higher satisfaction and retention rates.”

6. Rushing Into Demos too Early

Alex Bilytskyi, Founder and CEO of Amploo, says, “One hard lesson I learned had to do with rushing into demos too early. I used to think, ‘Let’s just show them how cool this is,’ but people felt overwhelmed or even confused. The shift happened when we started asking better questions before offering any kind of pitch — not just qualification checkboxes, but actual conversations.”

7. Over-Focusing on the Final Stages of the Buyer’s Journey

Ryan T. Murphy, Sales Operations Manager at Upfront Operations, says, “Over-focusing on the final stages of the customer journey without nurturing leads through the awareness and consideration stages often results in lost sales.

“At UpfrontOps, we’ve seen the value of providing educational content early in the buyer’s journey to inform and engage prospects before they’re ready to decide. Neglecting this can lead to a disconnect with potential customers and missed opportunities for conversion.”

As I mentioned at the top of this post, no one bats 1.000 in sales. You’re bound to slip up at some point. Still, hopefully, this article can give you perspective on some common (but more under-the-radar) mistakes you can run into from time to time.

Choosing the right small business idea can feel overwhelming when you’re exploring different business ideas. I know because I’ve been there. My first business as a salsa dance class instructor taught me a tough lesson: passion alone isn’t enough.

Without a sustainable small business model, I struggled to keep up with expenses and attract potential clients. Like many small business owners, I learned that having a proper business plan is crucial.

So, how do you choose the best path forward? Let me walk you through a breakdown of small business ideas grouped by category to help you find your perfect match.

Table of Contents

• What makes a good small business idea?
• Best Small Business Ideas
• Best Businesses to Start With Little Money (Service-Based Ideas)
• Home Business Ideas
• Online Business Ideas
• Easy Businesses to Start
• Business Ideas for Students
• Creative Small Business Ideas
• How to Start a Small Business at Home
• Starting a Small Business: FAQ

What makes a good small business idea?

When I tried turning my love of salsa dancing into a business, I rented a small space, promoted my classes, and poured everything into making it work.

At first, it was exciting. I had a skill people wanted to learn, and I was passionate about teaching.

But pretty soon, I ran into problems. The overhead costs ate into my profits, getting students to commit was harder than I expected, and I found myself spending more time trying to fill classes than actually teaching.

Eventually, I realized the business model wasn’t sustainable, and I pivoted to freelancing instead.

Looking back, I can see exactly why my salsa business struggled. And I’ve learned that the best small business ideas share a few key traits. If an idea checks these boxes, it has a much better shot at success.

• Uses your existing skills. Starting with what you already know cuts down the learning curve.
• Low startup costs. Less financial risk means you can test product-market fit and adjust without huge upfront expenses.
• Scalable and flexible. A good business can grow with demand and adapt to your lifestyle.
• Minimal overhead. Avoid high costs like rent, inventory, or large staffing needs.
• Online potential. A business that can operate remotely opens up more opportunities.

Best Small Business Ideas

Now that you know what to look for in a great business idea, let’s explore some options that might suit your needs. Whether you’re starting a side hustle or going all-in, the best small business ideas are affordable to launch, scalable, and aligned with your skills.

Below, I’ve rounded up some of the most practical and profitable small business ideas grouped by category to help you find the right fit.

Best Businesses to Start With Little Money (Service-Based Ideas)

Some of the most successful businesses today are built on skills, expertise, and services people already need. Service-based businesses are practical, scalable, and often require little more than time, effort, and a well-structured approach.

Even better, the way we work has changed. Remote services are more common than ever, making it possible to reach clients far beyond your local area.

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Whether you’re offering professional expertise, home services, or something more specialized, there’s a way to structure your business for a steady, reliable income.

Experience Needed: Low to High (Varies by Service)

• Entry Level. Cleaning, pet sitting, basic organizing.
• Medium. Personal training, home services.
• High. Consulting, professional services, personal chef.

Key Skills:

• Customer service, time management, reliability.

Growth Path:

• Start with basic services, then specialize and build recurring clients.

Consulting and Coaching

If you have specialized knowledge in digital marketing, graphic design, or as a personal chef, consulting can be a powerful small business opportunity to turn expertise into income.

Businesses, professionals, and individuals all seek expert guidance on whether to improve operations, navigate career changes, or reach personal goals. What you focus on depends on your strengths and interests.

• Business consultant. Small business owners constantly look for ways to improve efficiency, avoid costly mistakes, and scale without chaos. If you have a background in operations, finance, or marketing, consulting in a specialized area can be highly profitable. Start by offering an introductory strategy session to pinpoint the biggest challenges your clients face.
• Career coach. With workplaces evolving fast, more professionals are looking for guidance on career shifts, salary negotiations, and job market positioning. If you have experience in hiring, HR, or personal branding, this can be a great way to help people advance while building a business of your own.
• Life coach. General life coaching is oversaturated, but there’s a real demand for specialists. Coaches who focus on specific transitions such as career changes, major life adjustments, or personal development stand out more and attract higher-value clients.
• Branding consultant. Every business needs a strong brand position strategy, but most don’t know how to create one that stands out. If you understand messaging, design, or social media strategy, you can help businesses define their identity and connect with the right audience.
• Fitness and wellness coach. The fitness industry has expanded beyond just workouts. Clients want structured programs that combine exercise, nutrition, and mindset coaching. If you have expertise in this space, you can create tailored plans that help people achieve long-term results.

How to Get Started:

Instead of jumping straight into selling services, the best way to start is by establishing credibility.

• To build testimonials and results, work with a few initial clients either at a discounted rate or in a case-study format.
• Share insights online through content, posts, or workshops to position yourself as an authority.
• Develop a clear framework or methodology that makes your service stand out.
• If your industry requires certifications, get the necessary credentials to build trust with potential clients.

As you grow, focus on structuring your services in a way that creates stability:

• Start with smaller, accessible offers to bring in new clients.
• Develop tiered pricing for different levels of engagement.
• Offer both one-time strategy sessions and ongoing support packages.

Success in consulting isn’t about selling time. It’s about selling results. The clearer your service’s value, the easier it becomes to attract clients who need exactly what you offer.

Cleaning and Home Services

With busy schedules and shifting priorities, more people are outsourcing household tasks than ever before. Cleaning and home services offer consistent demand and, in many cases, recurring revenue from regular clients.

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Small Business Ideas:

• Residential cleaning. Many homeowners prefer to hire a professional rather than keep up with deep cleaning themselves. Recurring clients who book weekly or bi-weekly services create a stable income stream.
• Commercial cleaning. Offices, clinics, and commercial spaces need consistent upkeep, so they often sign long-term contracts for reliable service.
• Home organization. Professional organizing has grown in popularity, with more people seeking functional, clutter-free spaces.
• Landscaping services. Beyond lawn care, homeowners and businesses need seasonal landscaping, maintenance, and design services.
• Moving and packing. Moving is a hassle, and many people are willing to pay professionals to handle the packing, transportation, and unpacking process.

How to Get Started:

A home service business doesn’t require special degrees or expertise, but strong systems make a difference.

• Build a strong local presence. A well-optimized Google Business Profile and strong online reviews help clients find and trust you.
• Standardize services. Creating checklists and training materials ensures every job meets a high standard.
• Use scheduling tools. A reliable booking system keeps appointments organized and minimizes missed opportunities.
• Encourage long-term clients. Offering subscription-based services, seasonal promotions, and referral discounts helps create steady revenue.

Many successful home service businesses start small and grow through word-of-mouth. A reputation for quality and reliability goes a long way.

Pet Services

Pet owners are willing to spend on quality care, making pet services a business category that thrives in almost any economic climate.

Small Business Ideas:

• Dog walking and pet sitting. These are services that many pet owners need. They may work long hours or travel frequently and need reliable pet care.
• Mobile pet grooming. Grooming services that come to the client offer convenience and command higher rates.
• Pet training. Obedience training, behavioral coaching, and specialty training services have strong demand.
• Luxury pet services. Some pet owners seek premium care, from overnight stays with added perks to specialized grooming and training.
• Pet transportation. A service for taking pets to vet appointments, groomers, or daycare can be a valuable niche.

How to Get Started:

Trust is the biggest factor in pet services. To establish credibility:

• Get pet first aid certification and proper insurance.
• Create detailed service agreements to set clear expectations.
• Use booking and scheduling tools for convenience.
• Build strong relationships with veterinarians and pet businesses for referrals.

Many successful pet businesses expand by offering multiple services under one brand. A business that starts with dog walking, for example, can add grooming, training, or pet-sitting to increase customer lifetime value.

Service-based businesses are among the most accessible ways to generate income, but the key to success is not just offering a service but structuring it to attract the right clients and keep them coming back.

Start by focusing on what you do well. Build a strong foundation, create consistent systems, and refine your offerings based on real demand.

Successful businesses aren’t always the most complex or groundbreaking. They solve real problems in a way that customers appreciate and trust.

Home Business Ideas

Online Reselling and Flipping

If you have an eye for value, reselling products can be a great way to build a business without manufacturing anything yourself.

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Experience Needed: Low to Medium (Varies by Market)

Entry Level:

• Online marketplace reselling.
• Thrift store flipping.
• Basic retail arbitrage

Skills: Market research, photography, pricing.

Medium Level

• Furniture flipping.
• Electronics refurbishing.
• Collectibles dealing.

Skills: Value assessment, restoration, authentication.

Growth Path:

• Start small by picking a niche, then scale your inventory.

Popular Reselling Niches:

• Thrift Flipping. Finding and restoring vintage clothing, furniture, or collectibles.
• Amazon FBA (Fulfillment by Amazon). Selling new or private-label products through Amazon’s logistics network.
• Tech and Electronics. Refurbishing and reselling used electronics.
• Sneaker Reselling. Limited-edition sneaker drops can be resold at premium prices.
• Furniture Restoration. Turning secondhand furniture into high-end pieces.

How to Get Started:

• Learn how to spot valuable products and price them correctly.
• Use platforms like eBay, Poshmark, or Facebook Marketplace to test demand.
• Start with a small inventory and reinvest profits into higher-value items.
• Develop efficient shipping and inventory management processes.

Reselling requires patience and knowledge, but those who master it can build a steady, scalable business.

Catering and Personal Chef Services

If you love working with food but don’t want the overhead of a full restaurant, a personal chef or catering business offers a way to work directly with clients without the high costs of a traditional food business.

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Profitable Small Business Ideas:

• Personal chef services. Clients hire personal chefs for in-home dining experiences, specialized meal prep, or dietary-specific cooking.
• Catering business. Smaller events and gatherings need high-quality food services without the scale of a large catering company.
• Meal prep services. Many busy professionals and families want healthy, customized meals prepared for the week.
• Custom baking. Cakes, pastries, and specialty baked goods are always in demand, especially for events and celebrations.
• Specialty food products. From sauces to snacks, niche food products can become a brand of their own.

How to Get Started:

Before launching, ensure everything is set up legally and professionally:

• Obtain necessary food safety certifications and permits.
• Test your menu with small events or sample offerings.
• Invest in branding — clients often choose based on presentation as much as taste.
• Build partnerships with event planners, venues, and businesses that can refer clients.

The most successful food businesses don’t just sell meals. They sell experiences. Whether through beautiful plating, personalized service, or unique flavors, the goal is to create something memorable.

Online Business Ideas

The internet has made it easier than ever to build a business from anywhere. Unlike traditional businesses, digital and freelance businesses aren’t tied to a location, physical inventory, or high startup costs.

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They allow for flexibility, scalability, and, in many cases, uncapped income potential.

The key to success? Choosing a service or digital product that solves a real problem and structuring it in a way that allows you to scale beyond just trading time for money.

Experience Needed: Low to Medium

• Entry Level. Virtual assistance, data entry.
• Medium. Content creation, digital marketing.
• High. Specialized programming, high-end consulting.

Key Skills:

• Digital literacy.
• Self-management.
• Online communication.

Growth Path:

• Start with platforms, build a portfolio then look for direct clients

Small Business Ideas:

• Writing and copywriting. Businesses need content for blogs, marketing, and sales. Copywriters who specialize in persuasive writing, such as email marketing or sales pages, can command higher rates.
• Graphic design and branding. From logo creation to full brand identity packages, companies always need professional visuals to stand out.
• Web development and programming. If you know how to build or optimize websites, this skill is always in demand. Specializing in platforms like Shopify or WordPress can make you even more valuable.
• Virtual assistance and operations support. Many business owners need help with tasks like email management, customer service, or project management.
• SEO and digital marketing. Businesses need help attracting customers online. If you understand SEO, paid advertising, or social media growth, there’s plenty of opportunity here.

How to Get Started:

Freelancing is simple to start but competitive. To stand out:

• Choose a niche instead of offering general services. It’s easier to market yourself when you’re known for something specific.
• Build a portfolio, even if that means starting by doing a few projects for free or at a discount.
• Set up a professional website or landing page where potential clients can see your work and contact you.
• Use platforms like LinkedIn, Upwork, or direct outreach to find your first clients.
• Create long-term client relationships instead of relying on one-off projects.

The highest-paid freelancers aren’t just task-doers. They position themselves as experts who solve specific problems.

Ecommerce and Digital Products

Selling digital products allows you to create something once and sell it repeatedly. Unlike physical products, there’s no inventory or shipping involved, making it one of the most scalable business models.

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Experience Needed: Low to High (Varies by Model)

Entry Level:

• Digital downloads, printables.
• Basic drop shipping.
• Simple digital products

Skills: Basic design, digital marketing, customer service.

Medium Level:

• Online courses.
• Established ecommerce stores.
• Custom digital products.

Skills: Content creation, inventory management, sales funnel optimization.

High Level:

• SaaS products.
• Complex e-learning platforms.
• Multi-channel ecommerce

Skills: Technical development, advanced marketing, systems management.

Growth Path:

Test simple products, build systems then scale with automation

Digital Products That Sell Well:

• Templates and tools. Digital planners, business templates, and design elements save people time, making them valuable.
• Printables and downloads. From worksheets to artistic prints, downloadable products can be sold with little overhead.
• Software and apps. If you have programming skills, creating a niche software product can generate recurring revenue.

How to Get Started:

• Validate your idea before creating a full product. Survey potential buyers or start with a smaller version first.
• Focus on solving a real problem rather than just making something for the sake of it.
• Build an email list so you have a direct way to market your product.
• Optimize your sales page. Make it clear what problem your product solves and why it’s valuable.

The best digital product businesses evolve over time. Start with one strong offer, refine it based on feedback, and then expand into related products.

Online Education and Coaching

The demand for online learning has skyrocketed, but the biggest opportunities aren’t in mass-market courses. They’re in highly specialized programs that deliver clear results.

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Profitable Business Ideas:

• Online courses. Teaching a step-by-step process in a structured way can attract buyers willing to pay for expertise.
• Group coaching programs. Combining education with live interaction provides both value and scalability.
• Membership sites. Offering exclusive content or community access on a recurring basis creates predictable income.
• High-ticket consulting and VIP days. Providing deep, customized guidance can be highly profitable.

How to Get Started:

• Identify a specific transformation you can help people achieve rather than just teaching information.
• Start by working with clients 1:1 to refine your process before turning it into a course or group program.
• Use WordPress or Teachable to structure your content for engagement through interactive elements, live calls, and accountability to help students stay committed.
• Price based on the outcome you provide, not just the length of the course or program.

The best online education businesses don’t just sell information. They sell results.

Digital businesses offer the flexibility to work from anywhere, but success isn’t just about having a great idea. It’s about execution.

If you’re considering freelancing, focus on building credibility and finding your first clients. If you want to create digital products or content, start by identifying a real need and providing value. And if you’re drawn to online education, think about the transformation you can help people achieve.

No matter which model you choose, the key is consistency. A great idea won’t succeed without action, but small, strategic steps can turn a side project into a full-time business.

Easy Businesses to Start

Ecommerce and Physical Product Businesses

Selling physical products offers a different kind of opportunity compared to service-based businesses. Instead of trading time for money, you’re building something that can scale, often without direct client interaction.

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The key is to choose the right model based on your risk tolerance. Some businesses require upfront investment in inventory, while others (like dropshipping or print-on-demand) let you start with little stock.

Experience Needed: Low to Medium

• Entry Level. Dropshipping, print-on-demand.
• Medium. Handmade products, custom goods.
• High. Private-label manufacturing.

Key Skills:

• Basic business operations.
• Inventory management.
• Marketing.

Growth Path:

• Assess demand for your products, optimize operations, then scale successful lines.

Dropshipping and Print-on-Demand

Dropshipping and print-on-demand (POD) allow you to sell products without managing inventory or handling shipping. Instead, you work with suppliers who fulfill orders as they come in while you focus on branding and marketing.

Dropshipping and POD Business Ideas:

• Niche dropshipping stores. Selling curated, high-demand products in a specific category (e.g., ergonomic home office gear, eco-friendly kitchenware).
• Print-on-demand apparel and merchandise. Custom t-shirts, mugs, posters, and accessories featuring unique designs.
• Branded merchandise. Partnering with influencers or brands to create exclusive collections.

How to Get Started:

• Research profitable niches instead of selling random trending products.
• Choose suppliers carefully. Quality and shipping times affect customer satisfaction.
• Create a responsive ecommerce website, differentiate with branding, customer experience, and strong product descriptions.
• Invest in marketing. Dropshipping success depends on how well you attract and convert customers.

Low upfront costs make this a great starting point, but it requires strong marketing skills to stand out.

Subscription Box Businesses

Subscription boxes offer curated products on a recurring basis, creating predictable revenue. The best subscription businesses focus on niche audiences who are willing to pay for a curated experience.

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Experience Needed: Low to Medium (Varies by Niche)

Entry Level:

• Curated existing products.
• Niche-specific boxes.
• Local product collections

Skills: Product sourcing, packaging, fulfillment.

Medium Level:

• Custom/branded products.
• Multi-tier subscriptions.
• International shipping.

Skills: Vendor relationships, logistics, retention.

Growth Path:

• Test your idea for viability, optimize fulfillment, and then scale subscribers.

Subscription Box Ideas:

• Beauty and skincare. Focused on clean beauty, K-beauty, or men’s grooming.
• Snack subscription. International snacks, health-conscious treats, or specialty diets.
• Book and stationery boxes. Pair books with themed items for a full experience.
• Pet subscription. Toys, treats, and pet care essentials.
• Hobby and DIY kits. Crafting, gardening, or painting supplies with instructions.

How to Get Started:

• Choose a niche that encourages repeat purchases.
• Create an unboxing experience that makes customers look forward to each delivery.
• Plan logistics carefully. Subscription businesses need strong fulfillment systems.
• Offer customization to increase retention (e.g., personalized book genres, dietary preferences).

Subscription models work best when they provide ongoing value beyond just the products inside. Ecommerce and product businesses take more upfront work to set up than freelancing or services, but they also offer greater potential for automation and scalability.

The key is choosing a model that fits your strengths whether that’s crafting, curating, or marketing.

If you want flexibility without inventory, digital products and print-on-demand are great options. If you prefer building something tangible, handmade goods or subscription boxes might be a better fit.

Whatever path you take, focus on strong branding and customer experience. These are what separate successful product businesses from the rest.

Hybrid and Brick-and-Mortar Business Ideas

While digital businesses dominate the conversation, there’s still huge value in businesses with a physical presence, especially when they combine the best of online and offline worlds.

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Hybrid businesses use digital tools to enhance in-person experiences, creating stronger customer relationships and more predictable revenue.

Experience Needed: Medium to High

• Entry Level. Small retail operation
• Medium. Service-based storefront
• High. Full-service establishments

Key Skills:

• Business operations.
• Staff management.
• Local marketing.

Growth Path:

• Start small, build a local presence, then expand locations or adopt a hybrid model.

Local Service Businesses With an Online Component

Many traditional service businesses are now blending in-person and digital elements to attract more customers and operate more efficiently.

Examples of Hybrid Service Businesses:

• Event planning and wedding coordination. Offering virtual consultations, 3D venue previews, and digital mood boards to simplify planning.
• Photography and videography. Combining in-person shoots with digital add-ons like online galleries and video editing services.
• Home staging and interior design. Helping homeowners and real estate agents enhance spaces, whether through virtual consultations or full-service interior design and staging.
• Personal training and fitness coaching. Offering both in-person sessions and digital programs for ongoing guidance.
• Tattoo and beauty studios. Using online booking, virtual consultations, and social media marketing to attract clients.

How to Make a Local Business More Scalable:

• Build a strong online presence. Many customers search for services before ever making contact.
• Automate scheduling, payments, and client management to save time.
• Offer digital add-ons (courses, virtual consultations, or exclusive memberships) to create additional income streams.
• Use content marketing to stay engaged with your audience and sales email templates to convert potential clients.

Hybrid service businesses offer the personal touch of local business with the efficiency and reach of digital tools.

Storefront-Based Retail and Food Businesses

Physical retail is evolving, but businesses that offer unique experiences continue to thrive.

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The key is to create a reason for customers to visit beyond just the products themselves.

Examples of Profitable Storefront Businesses:

• Coffee shops and cafés. Spaces that double as community hubs with events and experiences.
• Boutique or specialty retail. Highly curated stores that focus on niche markets.
• Bookstores and creative spaces. Retail blended with experiences like workshops and author events.
• Juice bars and health food stores. Combining grab-and-go convenience with wellness education.
• Bed and breakfasts and boutique hotels. Creating unique, shareable experiences beyond just a place to stay.

Keys to Success in Modern Retail:

• Focus on experience. Why would someone visit your store instead of ordering online?
• Create multiple revenue streams (events, memberships, online orders).
• Optimize for convenience such as easy online ordering, delivery, or subscription options.

Retail businesses succeed when they offer something customers can’t get elsewhere.

Franchise and Licensing Businesses

For those who want a structured business model with built-in support, franchising offers a lower-risk option than starting from scratch.

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Experience Needed: Medium to High

• Entry Level. Small franchise operations (cleaning, pet services)
• Medium. Retail and food service franchises
• High. Multi-unit franchises, complex service operations

Key Skills:

• Operations management.
• Team leadership.
• Following systems.

Growth Path:

• Start with a single unit, then expand to several units.

Types of Franchises That Work Well:

• Fast food and cafés. Established brands with loyal customer bases.
• Fitness and wellness studios. Boutique fitness brands that offer strong community engagement.
• Home and cleaning services. Recurring revenue businesses that benefit from brand trust.
• Education and tutoring centers. Blending in-person and online learning.

How to Choose a Franchise:

• Research profitability and long-term viability.
• Understand the financial requirements and ongoing fees.
• Look for franchises with strong training and support.

Franchises aren’t for everyone, but for those who want a proven system, they can be a great way to start a business with fewer unknowns. Hybrid and brick-and-mortar businesses are all about combining physical presence with digital efficiency.

The most successful ones don’t just sell products or services. They create experiences customers want to return to.

Business Ideas for Students

Digital Content Creation

Creating digital content has grown from a passion project into a full-time business model for many. Unlike freelancing, content creation doesn’t involve working directly with clients.

Instead, the goal is to build an audience and monetize through multiple streams.

Ways to Monetize Content:

• Blogging. Build a blog that generates income through ads, affiliate marketing, sponsored content, or co-marketing. It takes time to grow, but once established, it can be a great long-term asset.
• YouTube and video content. Video creators can monetize through ad revenue, sponsorships, and their own products or services.
• Podcasting. While podcasts don’t generate revenue immediately, they can attract sponsorships and lead to premium memberships or consulting opportunities.
• Social media and newsletters. A strong following on platforms like Instagram, TikTok, or an email newsletter can lead to sponsorship deals, brand collaborations, and product sales.

How to Get Started:

• Define your niche to narrow down on your expertise. Trying to write about everything will water down your portfolio, but honing in on what you do best makes you stand out to potential clients.
• Learn SEO and keyword research fundamentals.
• Create a clean, professional portfolio using tools like Canva.
• Build credibility by publishing sample pieces on Medium, LinkedIn, or guest posting.
• Add case studies and client testimonials as you grow.

• Focus on one platform and master it before expanding.
• Provide content that educates, entertains, or solves problems tends to grow the fastest.
• Monetize strategically by layering different income streams instead of relying on one.
• Be consistent. Gaining an audience takes time, but the more you show up, the more trust you build.

Successful content creators don’t just post for engagement. They create a system that turns views into income.

Creative Small Business Ideas

Handmade and Custom Products

If you enjoy creating things, selling handmade or custom products offers a way to turn craftsmanship into income.

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Unlike mass-market goods, handmade products often command higher prices because of their uniqueness and personal touch.

Experience Needed: Low to High (Varies by Product)

• Entry Level. Print-on-demand, basic crafts
• Medium. Custom apparel, jewelry making
• High. Fine woodworking, custom furniture

Key Skills:

• Craftsmanship
• Design skills
• Production management

Growth Path:

• Start with small items, build your reputation then make custom orders

Small Business Ideas:

• Jewelry and accessories. Unique, high-quality pieces stand out in a crowded market.
• Custom apparel and embroidery. Small-batch clothing, custom hats, or embroidered designs.
• Handmade beauty and skincare. Natural soaps, lotions, and candles have strong demand.
• Woodworking and home decor. Furniture, wall art, and personalized home goods.
• Art prints and digital downloads. Selling artwork in both physical and digital forms.

How to Get Started:

• Define a unique style or signature design that sets you apart.
• Focus on high-margin products. Pricing too low makes growth difficult.
• Use strong photography and branding on product pages to enhance perceived value.
• Leverage platforms like Etsy, Shopify, and Instagram for marketing.

Handmade businesses thrive on craftsmanship and storytelling. People buy not just the product but the meaning behind it.

How to Start a Small Business at Home

1. Identify your small business idea.

Choosing the right business idea is more than just picking something you like. It’s about ensuring there’s a market for it.

Many businesses fail not because the idea is bad but because it doesn’t align with what people actually need and are willing to pay for.

To evaluate your small business idea, consider:

• Market demand. Are potential clients actively looking for solutions in this space? Every successful business idea needs clear market validation. A quick search on platforms like Google Trends or industry forums can provide insights into long-term viability. Here’s an example of interest over the past five years for “pet care.”

• Customer behavior. Are potential buyers making repeat purchases, or is this a one-time transaction? Businesses that generate recurring revenue tend to be more sustainable.
• Industry growth. Is this a growing market, or is demand declining? Emerging trends in technology, consumer behavior, and economic shifts can signal where opportunities exist.

For example, if you’re considering starting a daycare but have never stepped into a successful one, spend time researching. Visit established centers, talk to experienced owners, and assess whether this aligns with your expertise and interests.

Understanding the industry firsthand will help you validate whether it’s a practical and profitable venture.

HubSpot’s Business Startup Kit simplifies the early stages by helping you map out key elements like your business plan, goals, and target market. It provides structured templates and guidance so you can move from idea to action without getting stuck in the planning phase.

2. Start as a side business or hobby.

Instead of immediately quitting your job, consider starting your business as a side project. This allows you to experiment, refine your approach, and test the market without putting financial strain on yourself.

Many successful businesses, from handmade product shops to consulting services, began as small weekend or evening projects.

Before making a full commitment, ask yourself:

• Can I find paying customers without aggressive marketing?
• Does this business model allow for sustainable long-term growth?
• Have I tested my pricing and seen real demand?

Starting small allows you to test different angles, adjust your strategy based on real customer feedback, and determine whether your idea has long-term potential. If demand grows and revenue becomes consistent, you have the green light to scale.

3. Validate your business idea before investing.

One of the biggest mistakes new entrepreneurs make is spending time and money on a business before confirming that people are willing to pay for it. Instead of assuming demand, look for proof.

Here are a few ways to validate your idea:

• Pre-selling. Offer a beta version of your service or take pre-orders before fully launching. If customers are willing to pay upfront, that’s a strong sign of demand.
• Market research. Go beyond friends and family and talk to potential customers, join industry groups, and use market research tools to analyze what competitors are already selling.
• Landing pages and ads. Create a simple landing page describing your offer and run a small ad campaign. If people sign up or express interest, you have early validation.

This approach ensures that when you fully invest, you’re doing so with confidence in your market.

4. Decide on your software.

The right software isn’t just about convenience. It can make or break your ability to scale. Many businesses struggle because they don’t have the right tools in place early on.

Some essential categories to consider:

• Customer relationship management (CRM). Organizes leads, customers, and interactions in one place. A CRM like HubSpot helps track sales and automate communication.
• Financial tracking. Software like QuickBooks or Wave makes it easier to manage cash flow, expenses, and taxes.
• Automation and marketing tools. Email marketing, scheduling, workflow automation, and AI tools save time and keep operations efficient.

While it can be tempting to manage things manually at first, investing in the right systems early can prevent future problems.

5. Create a business plan.

A well-structured business plan serves as a roadmap for your business. Without one, it’s easy to lose focus, mismanage finances, or struggle to position yourself in the market.

A strong business plan includes:

• Executive summary. A high-level overview of your company and its market placement.
• Business model. Who you serve, what you offer, and how your business is structured.
• Market analysis. A competitor assessment and industry outlook.
• Products and services. What makes your offerings unique, and how they meet customer needs?
• Operations and management. Key roles, responsibilities, and organizational structure.
• Marketing and sales strategy. Your approach to attracting and retaining customers.
• Financial plan. Start-up costs, revenue projections, and funding strategies.

Even if you don’t seek external funding, having a structured plan keeps you on track and makes decision-making easier as you grow.

6. Choose the right business structure.

The legal structure you choose affects everything from taxes to liability protection. Here’s a breakdown of common options:

• Limited liability company (LLC). Provides personal asset protection and tax flexibility, making it a popular choice for small businesses.
• Sole proprietorship: This is the simplest structure and requires little paperwork, but it doesn’t offer liability protection.
• Partnership. Suitable for businesses with multiple owners, where profits and liabilities are shared.
• Corporation (S Corp, B Corp). Offers legal separation between business and owner but involves more regulations.

Your decision should be based on liability protection, tax implications, and long-term business goals. The Small Business Administration offers resources to help you determine the best fit. Pick one structure then go ahead and register your business.

7. Open a business bank account.

Keeping business and personal finances separate is crucial for tax purposes, expense tracking, and financial clarity. A dedicated business bank account also adds professionalism when handling client transactions.

Consider these factors when choosing a bank:

• Low or no monthly fees.
• Online banking capabilities.
• Access to business credit options.

A business checking account allows unlimited transactions, while a business savings account helps manage reserves and emergency funds. Many banks also offer integrations with accounting software to streamline record-keeping.

8. Assess whether your business works well from home.

Not all businesses are suited for a home-based setup. If your idea requires specialized equipment, in-person client interaction, or a retail storefront, you may need a different approach.

For example, if you want to start a dog boarding business but live in a small apartment, a dog-walking or pet-sitting service may be a more practical alternative. On the other hand, businesses like content writing, digital marketing, or consulting can operate seamlessly from a home office.

Consider whether your business can:

• Be run effectively with a laptop and internet connection.
• Avoid zoning restrictions or home-office limitations.
• Provide a professional customer experience without a physical location.

9. Set up a dedicated workspace.

Even if you’re working from home, having a structured workspace is critical for productivity. A dedicated office area reduces distractions, creates a professional environment, and helps with work-life balance.

If a full home office isn’t possible, set up a designated area in a quiet corner of your home. If you need a more professional setting for client meetings, explore coworking spaces like WeWork or PeerSpace, which offer conference rooms and networking opportunities.

10. Take action.

Many entrepreneurs get stuck in the planning stage, tweaking their logo or perfecting their website while avoiding the real work of selling and testing.

Instead of waiting for everything to be perfect, start small:

• Reach out to potential customers.
• Make your first sale, even if it’s just to a handful of people.
• Gather feedback and improve as you go.

The sooner you start, the sooner you’ll know whether your business has real potential.

Starting a Small Business: FAQ

How do I implement a business idea?

Start by listing your skills and passions. What do you love doing? Next, assess market demand using tools like Google Trends and industry reports.

Finally, assess feasibility: Do you have the budget, time, and resources to make this idea a reality? Balancing passion with practicality ensures a business that’s both enjoyable and profitable.

How do I fund a small business?

Here are a few funding options:

• Bootstrapping. Use personal savings to retain full control.
• Small business grants. Free money from government or private sources.
• Angel investors and venture capital. In exchange for equity or a return.
• Bank loans and SBA loans. Traditional financing options with repayment terms.
• Crowdfunding. Use platforms like Kickstarter and Indiegogo.

How can I protect the copyright of my creations?

Copyright protection is automatic for original works, but you can take extra steps:

• Include copyright notices. Label your work with “Copyright © [Year] [Your Business Name].”
• Register your work. Formal registration can strengthen legal claims.
• Consider licensing. Let others use your work under specific terms.

The Smart Way to Start a Business

Just as my journey from struggling salsa instructor to freelancer taught me, starting a small business isn’t just about following your passion — you need to create something sustainable that meets real market needs.

But I have to admit, I was shocked by what I discovered while researching this guide.

Traditional brick-and-mortar businesses are reinventing themselves. Who would have thought tattoo studios would offer virtual consultations or that local art studios would thrive on subscription models?

It challenged everything I thought I knew about “traditional” business.

What really hit home was seeing that successful businesses often start much smaller than I imagined. Just like my own path from a dance instructor to freelancing, sometimes scaling down is actually scaling up.

Success comes from careful planning and strategic execution rather than passion alone. The key is to start small, test your assumptions, and be willing to adapt based on what you learn.

Being a managing partner isn’t just about having a leadership title — it means balancing ownership, strategy, and daily operations in a way that directly shapes the success of a business. And in partnerships and LLCs, where leadership structures differ from traditional corporate models, this role is even more critical.

While writing this blog post, I spoke with plenty of managing partners who never planned on becoming one — it just happened. Some started as lawyers, others as marketers or financial experts, but at some point, they found themselves making high-level decisions, driving business growth, and taking on more responsibility than ever before.

That unexpected shift into leadership is common, and many managing partners learn the role on the job. So, what does it actually take to succeed in this position? This guide breaks down their key responsibilities, career paths, and what it takes to lead successfully.

Table of Contents

• What is a managing partner in an LLC?
• Managing Partner vs. CEO
• Why is a managing partner important for a business?
• Managing Partner Role and Responsibilities
• How to Become a Managing Partner
• Managing Partner Agreement
• Managing Partner Compensation
• What It Really Means to Be a Managing Partner

What is a managing partner in an LLC?

A Limited Liability Company (LLC) is a business structure that separates personal assets from business liabilities. In other words, if an LLC is being sued or goes bankrupt, the owner’s personal assets are not at risk.

This makes it different from other business structures like a sole proprietorship — a business structure with one owner who is not legally distinct from his or her business (most freelancers fall into this category). It’s also different from a corporation (e.g., Microsoft, Dominos), which has a different management structure and taxation scheme.

Within an LLC, owners are called members, and management can be structured in two ways:

• Member-managed LLCs where the owners (members) actively run the business.
• Manager-managed LLCs where members appoint a manager (who may or may not be a member) to handle operations.

In some cases, a managing partner (or managing member) is a member who also takes on leadership responsibilities, overseeing operations and guiding strategy. Unlike corporations, which have CEOs and boards of directors, LLCs often rely on managing members or partners to balance ownership, leadership, and daily business operations.

Mark Donnolo, managing partner at business consultancy SalesGlobe, describes the role as a mix of leadership and hands-on strategy. “I think of a managing partner as a first among equals,” he says. “It’s the person that’s leading the charge strategically.”

While many LLCs have a single managing partner, others share leadership responsibilities. For example, Beth Sherman and Nathan Palmer, co-founders of digital marketing firm Signify Digital, both act as managing partners, splitting management duties equally.

Managing Partners in Partnerships

A partnership, like an LLC, is a business structure where ownership is shared among partners. While all partners have a stake in the company, a managing partner typically takes on leadership duties, such as:

• Overseeing daily operations.
• Managing finances and strategy.
• Representing the business in key decisions.

Some partners may be actively involved in operations, while others act as silent partners, providing capital but taking a less hands-on role.

Managing Partner vs. CEO

I used to think managing partners and CEOs were basically the same thing — they both lead companies, right? But after diving into this, I’ve discovered some key differences that really matter.

The BasicsManaging partners are actually owners of their business (usually LLCs or partnerships), while CEOs are appointed by boards of directors to oversee a corporation’s strategic direction. This changes everything about how they operate.

Power and Decision-MakingManaging partners have real skin in the game. They own part of the business and make decisions alongside other partners. They usually report to an executive committee but have a lot of freedom in day-to-day decisions. CEOs, on the other hand, might get some stock options, but they’re ultimately answering to the board about every major move they make.

Money and Job SecurityThe pay structure really shows the difference. Managing partners live and die by the company’s profits — their income is directly tied to how well the business does. CEOs typically get a salary plus performance incentives like bonuses and stock options, all decided by the board.

What’s really interesting is what happens if things go south. A CEO can get fired by the board if they’re not meeting performance goals, plain and simple. But removing a managing partner? That’s way more complicated because they’re an owner. You’re usually looking at complex buyouts or restructuring the whole partnership agreement.

A 2024 report from the National Association for the Self-Employed (NASE) found that 58% of LLCs in the U.S. operate as member-managed, meaning the owners — often including managing partners — are actively involved in daily operations. In contrast, corporate CEOs are typically hired rather than being owners themselves.

In some cases, a person may hold both titles — legally designated as a managing partner but operating as a CEO in daily business functions. Whether “managing partner” is purely a legal designation or an active leadership role depends on the company structure.

The right leadership structure depends on the company’s needs. LLCs and partnerships thrive on direct ownership involvement, while corporations often prefer a separation between ownership and executive leadership. Managing partners have more job security but take on more financial risk, while CEOs have defined salaries but can be replaced at any time.

Managing Partner vs. Owner

In my conversations with managing partners, I’ve learned that ownership alone doesn’t define leadership — it’s the level of responsibility that sets managing partners apart.

• Managing partners don’t just own part of the business — they run it. They oversee operations, hiring, strategic growth, and decision-making.
• Other owners may be passive investors who contribute capital but don’t participate in daily management.
• Some businesses have multiple owners in executive roles, but only a few take on the title of managing partner, leading the company’s direction.

This leadership structure can be a game-changer for scaling a business. Daniel Snow, managing partner at TRAFFIX, a logistics company that scaled from $71 million to over $1 billion, credits their three-managing-partner model as a critical factor in their success.

“One of the key factors behind TRAFFIX’s remarkable growth… was the strategic leadership structure of having three managing partners, each with unique and complementary skill sets. This approach created a well-rounded leadership team that filled in skill gaps, ensured diverse perspectives, and eliminated decision-making deadlocks.”

He also emphasized that great managing partners know their weaknesses and rely on others to fill the gaps. Instead of trying to do everything themselves, they focus on building a strong leadership team and investing in people.

According to the IRS’s Statistics of Income Bulletin Fall of 2024, with partnerships filing 4.5 million returns and representing over 28 million partners in the 2022 tax year, it’s clear that defining leadership roles within these structures is crucial for sustainable growth.

For many businesses, the difference between an owner and a managing partner isn’t just about title — it’s about who steps up to lead.

Managing Partner vs. Limited Partner

Before speaking with managing partners, I assumed all business partners had similar levels of involvement. However, I quickly learned that limited partnerships are structured to separate management control from financial investment.

Limited partnerships have two types of partners:

• General partners. Actively manage the business and assume liability for debts.
• Limited partners. Provide capital but don’t participate in daily operations and aren’t liable for business debts beyond their investment.

A managing partner is typically a general partner who takes on leadership responsibilities, such as setting strategy, overseeing daily operations, and making key financial decisions.

According to the IRS, limited partnerships represent only 9.9% of all partnerships, yet they account for over 36% of total pass-through income — showing how financially impactful they can be despite being a smaller portion of business structures.

For example, venture capital (VC) firms often follow this model. The general partners (GPs) manage the fund and make investment decisions, while limited partners (LPs) — such as pension funds or wealthy individuals — provide capital but have no direct control over day-to-day operations.

Want to understand how a general partner differs from a managing partner? Check out the next section for a full breakdown.

General Partner vs. Managing Partner

While the terms general partner and managing partner are sometimes used interchangeably, they have distinct roles depending on the business structure.

A General Partner:

• Is found in limited partnerships (LPs).
• Takes on full liability for the business’s debts and legal obligations.
• Actively manages the business but may not be the sole decision-maker.

A managing partner:

• Is common in LLCs and partnerships.
• Is always an owner in the business.
• Has strategic and operational leadership responsibilities.
• May also be a general partner in a limited partnership.

Key Distinction: A general partner is responsible for managing a partnership, but in some cases, partnerships designate a managing partner to lead strategic direction and decision-making. In LLCs, managing partners function similarly but often operate within a more flexible structure.

Why This Matters: If you’re structuring a business partnership, understanding the difference between a general partner and a managing partner can help you determine the right leadership setup for your company.

Why is a managing partner important for a business?

One theme that stood out in my conversations with managing partners is that this role goes beyond a title — it requires making high-stakes decisions that directly impact the business. Managing partners drive strategy, make tough decisions, and ensure the business runs smoothly while balancing long-term growth.

From my perspective, a strong managing partner creates stability, fosters innovation, and sets a company apart from competitors.

1. Steering the Ship

From what I’ve seen, managing partners are right in the thick of every major decision, making sure everyone is pulling in the same direction. Whether they’re figuring out how to grow the business, handling risky situations, or adapting to industry changes, they keep things moving forward.

Take Jennifer Compton’s story at Shumaker. As the first managing partner of a law firm that’s been around since 1925, she puts it perfectly:

“When I started my career, I never set out with firm management as my specific goal. I just wanted to be a great lawyer. But each step — associate to partner, and eventually to leadership — was built on trust, accountability, and the desire to contribute to the firm’s long-term success.”

What hits me about Compton’s journey is what it reveals about great managing partners — they’re not just running the business today. They’re building something that lasts, creating opportunities and developing future leaders along the way.

2. Improved Decision-Making and Growth Potential

With their deep understanding of the business, managing partners ensure that decisions aren’t just reactive but aligned with long-term success. Their ability to navigate complex challenges is especially crucial for businesses aiming to scale.

First Round Capital’s research supports this, revealing that teams with more than one founder outperformed solo founders by 163%, and solo founders’ seed valuations were 25% lower than teams with multiple founders. These findings highlight how shared decision-making — like having a managing partner alongside other leaders — contributes to stronger business performance and financial outcomes.

I’ve seen firsthand how managing partners dive deep into the money side of things. They’re not just glancing at spreadsheets. They’re making tough calls about where every dollar goes and how to keep the business profitable. From haggling over contract terms to figuring out how to boost revenue, they’re the ones making sure the numbers add up.

In my conversations with managing partners, they consistently emphasized one thing: If you want your company to grow and stay profitable, you need someone at the top who really understands the financial side of the business. I’ve watched companies struggle when they don’t have this kind of financial leadership, and thrive when they do.

3. Talent Development and Employee Retention

A managing partner’s leadership extends beyond financial and strategic decisions — they also shape company culture. Prioritizing employee growth and fostering a collaborative environment leads to better retention, productivity, and overall job satisfaction.

I think Richard Branson, CEO and founder of Virgin Group, put it best: “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”

Strong leadership at the top creates a ripple effect throughout the organization, leading to a more engaged and high-performing team.

4. Adaptability in a Changing Business Landscape

Industries evolve, so managing partners must stay ahead of trends and embrace change. Those who are willing to pivot, innovate, and adapt tend to be the most successful in leadership roles.

McKinsey’s 2024 report on business agility found that companies with adaptable leadership structures are 1.5 times more likely to outperform competitors in rapidly changing markets. This aligns with what I’ve heard from managing partners who emphasize long-term strategy over chasing short-term trends.

Rafikuzzaman Khan, managing partner at Microters Germany, shared how he approaches this challenge:

“Since I have to make crucial decisions, I’m now focusing on creating long-term strategies where we can integrate these changes in a sustainable way.”

Khan’s insight reinforces an important lesson — managing partners who stay ahead of industry shifts and technology trends position their businesses for long-term success.

Managing Partner Role and Responsibilities

A managing partner isn’t just another executive; they’re an owner who’s got their own money and reputation on the line. Unlike a CEO who might just be hired to run things, they’re personally invested in making the business work.

Here’s what they actually do:

• Strategy & Vision. These folks handle the big-picture stuff while getting their hands dirty with day-to-day operations. When the market shifts or new opportunities come up, they’re the ones making the calls on where the company needs to go, because their own success depends on it.

• Problem Solving. They’re problem solvers, plain and simple. If something’s not working — maybe the operations are a mess, money’s tight, or growth has stalled — they’re in the thick of it. They can’t just pass it off to someone else because, ultimately, it’s their business at stake.
• Financial Oversight. Money matters fall squarely in their lap. They’re watching the budget, deciding where to invest, and making sure the company’s actually making money. It’s their own wallet on the line, so they tend to think twice about every major financial decision.
• Team Building. Good people make or break a business, and managing partners know it. They’re constantly thinking about who to bring on board, how to keep their best people around, and what kind of workplace they’re building. The culture starts with them.
• Relationship Management. When it comes to dealing with important clients or keeping everyone in the loop, that’s their job, too. They’re the ones schmoozing with clients, updating investors, and making sure their team knows what’s what.

How Managing Partners Divide Responsibilities

Managing partners don’t always oversee every function directly — they often delegate responsibilities based on their strengths, background, and business needs.

For example, Mark Donnolo, managing partner at SalesGlobe, takes a hands-on approach to business development, intellectual property creation, and content marketing. His focus stems from his background and expertise in these areas. Other managing partners may emphasize different priorities.

At Signify Digital, a U.K.-based marketing agency structured as a limited company (similar to an LLC in the U.S.), Beth Sherman and Nathan Palmer split responsibilities based on their strengths.

“Having two partners suits our business well,” says Sherman. “While we have the same passion and vision, we each bring a different skill set to the company.”

Sherman leads client management and business development, while Palmer focuses on work delivery and campaign strategy.

Using Tools to Manage Growth

Since managing partners are responsible for business growth and client relationships, having the right tools can make all the difference. Platforms like HubSpot’s Sales Hub help managing partners:

• Streamline sales operations.
• Track business performance.
• Nurture client relationships.

By leveraging automation and analytics, managing partners can spend less time on manual tasks and more time driving strategy.

I’ve learned that this flexibility is a key benefit of the managing partner structure. Partners can tailor their roles based on what best serves the company. Some managing partners take an active leadership role, while others act more as investors or strategic advisors. The key is ensuring that all core responsibilities are covered, whether through delegation or direct oversight.

[alt text] managing partners, HubSpot Sales screenshot showing Prospecting dashboard

Get started with Sales Hub today.

How to Become a Managing Partner

Through my conversations with managing partners, I’ve learned there’s no single path to this role. Some rise through the ranks in their firms, others transition from entrepreneurship, and some find leadership after unexpected career shifts. I think what stands out in each journey is a mix of expertise, adaptability, and a willingness to take on responsibility.

Here’s how four managing partners built their careers — and what aspiring leaders can learn from them.

1. Moving From Specialist to Leader

For many managing partners, the first step is mastering their field before stepping into leadership. Jennifer Compton, the first managing partner of Shumaker law firm, spent years specializing in employment law counseling and litigation before taking on firm-wide leadership.

She initially served as vice chair of Shumaker’s management committee and managed the firm’s Sarasota office before becoming the first person to hold the managing partner title.

Her journey highlights an important truth: Leadership opportunities often emerge for those who build deep expertise and earn the trust of their peers.

2. Scaling a Business as a Managing Partner

For some, the path to becoming a managing partner happens through growing a company strategically. Daniel Snow, managing partner at TRAFFIX, helped dramatically scale the business, but his journey began long before that.

Growing up in a family-owned logistics company, Snow was immersed in the business from an early age. After completing university, he launched his own company and later merged it back into TRAFFIX. This blend of entrepreneurship and operational experience positioned him for leadership.

“I learned early on to ask myself two key questions: ‘What can I do better?’ and ‘What can the company do better?’” Snow explained. “By acknowledging my limitations and investing in the growth of others, I helped foster an environment where the business could expand well beyond the initial vision of its founders.”

Looking at his story, I’ve realized that scaling isn’t just about watching revenue grow — you’ve got to have the right leaders steering the ship.

3. Reinventing Leadership After Setbacks

Not every managing partner starts with a clear path to leadership. Yusef-Andre Wiley, managing partner at Timelist Group, turned his life around after a period of incarceration, proving that leadership can emerge from unexpected places.

“Once I began taking courses related to self-help and business management, my lifestyle began to change,” Wiley said. “Empathy became my landing place, which enabled me to deal with people where they are at — not to harm, not to judge, and to believe in second chances.”

His work in re-entry housing and rehabilitation programs for former felons led to partnerships with funders, elected officials, and nonprofit leaders — eventually growing Timelist Group into a recognized organization.

When I look at Wiley’s path, I’m reminded that technical skills only get you so far. What really matters is having a vision you believe in, pushing through the tough times, and using your past experiences to make a real difference.

4. Leaving Corporate to Build Something New

Some managing partners step into the role after realizing they want to lead differently. Yvette Schmitter, managing partner at Fusion Collective, spent years in corporate tech leadership, working her way up at a Big Four consulting firm before making a bold decision: to leave and build something of her own.

“The turning point came when I realized two fundamental truths: The organizational culture I was in no longer aligned with my soul’s purpose, and there were entire communities being overlooked that I knew I could help transform,” Schmitter said.

She launched Fusion Collective with a mission to make technology more accessible and equitable, proving that sometimes the best way to lead is to create the kind of business you want to see in the world.

Common Steps to Becoming a Managing Partner

While each of these managing partners took different paths, I noticed some common themes in my research and conversations. If you’re looking to step into this role, here are some key steps that can help.

1. Educational Foundation

While there’s no formal requirement, most managing partners start with a bachelor’s degree in business, law, or finance. An advanced degree like an MBA can further set candidates apart — particularly in finance-heavy industries. About 22% of the world’s top CEOs hold an MBA, highlighting its value in leadership roles.

2. Gaining Practical Experience

Before stepping into leadership, building experience in management roles is crucial. This might involve:

• Internships or early career roles in business management.
• Climbing the ranks from entry-level to partner.
• Gaining operational experience in a specific industry.

Many managing partners start as specialists in their field before expanding into business management.

3. Strategic Networking

Managing partners often rise through strong professional networks. Relationships with mentors, industry leaders, and business partners can open doors.

According to findings from a 2022 survey, 42% of professionals found their current jobs through some form or effect of networking, including referrals, applying to openings shared in their network, and more.

4. Taking on Leadership Roles

Most managing partners serve in leadership capacities before they officially get the title. Whether it’s:

• Managing an office location.
• Leading a department.
• Running major firm-wide initiatives.

Compton’s career is a great example of this. She served as vice chair of Shumaker’s management committee and managed a regional office before stepping into the managing partner role.

5. Understanding Business Operations

A managing partner isn’t just a high-level executive — they’re often directly responsible for a firm’s financials, hiring, and operations. Learning how a business runs from the inside out is key to success.

6. Continuous Learning and Adaptability

Since industries evolve, it’s imperative for managing partners to stay up on trends to make strategic decisions. Those who continuously learn will innovate and adapt, leading to success in leadership roles.

Key Takeaways From Managing Partners’ Career Paths

While no two paths to becoming a managing partner are identical, some common themes emerged:

• Build deep expertise first. Becoming an expert in your field creates credibility and trust.
• Take leadership opportunities early. Managing partners often serve in leadership roles long before the title is official.
• Help scale a company strategically. In growth-oriented firms, managing partners play a direct role in business expansion.
• Adapt to change. Staying ahead of industry shifts is critical to long-term success.
• Develop a strong leadership style. Managing partners shape not just business strategy but also company culture.

Whether you work your way up within a firm or launch your own business, the path to managing partner requires a mix of skill, strategy, and opportunity.

Managing Partner Agreement

A partnership agreement is a written agreement between business partners or LLC members. It lays out important information about the company, such as:

• Capital contributions — how much capital each partner has contributed.
• Equity agreement — how much of the company each partner owns.
• Operating details — the responsibilities of each partner.
• Compensation agreement — how each partner will be paid.
• Disputes — how they will be resolved.
• New partners — if, when, and how someone can become an owner.
• Exit agreement — what happens when a partner leaves the partnership.
• Decision rights — whether decisions require consensus or a majority, for example.

Sometimes, you need to draw up this agreement early on, especially if there are seed investors who want to contribute capital and need to know their rights and ownership share.

At other times, if you are starting a new venture, you may not know who will be involved and whether you will raise investment. In that case, you might want to let the idea shape out a little before you formalize things.

That being said, it’s very important to get things on paper.

“Teaming up with people always seems fun and rosy and optimistic in the beginning,” says Donnolo, “but when things really get tough, that’s when personalities and differences start to show. Operate on the assumption that we need to make sure everybody’s gonna be protected, just in case.”

Donnolo recommends speaking to an attorney and, if you can afford it, an executive compensation consultant when you write up your agreement. However, there are some simple templates you can start with if that’s out of your budget. The agreement should be reviewed and tweaked as your company grows and evolves.

Managing Partner Compensation

Compensation structures for managing partners can be complicated, as they can take different forms and will vary from one business to the next.

Distributive Share

Partnerships (as well as some LLCs) are flow-through tax entities, which means the company’s income (both profits and losses) passes directly on to the owners. This is called a distributive share.

Most of the time, partners receive a distributive share that is proportional to their ownership percentage. For example, if one partner owns 80% of the business and the other owns 20%, they will split any profit 80-20.

Partners can also choose to divide their income however they like by outlining the arrangement in their partnership agreement. This can be done for tax purposes or for any other reason, such as if one partner is taking more of a reputational risk.

Guaranteed Payment

According to IRS rules, a partner cannot be considered an employee or be put on the payroll. However, if a partner contributes services or capital to the business, they may receive a guaranteed payment in lieu of a salary.

This is a fixed payment that ensures the partner has predictable income even if the company doesn’t make a profit. Guaranteed payments differ from a salary in that they are not subject to payroll tax. Instead, they will be taxed as ordinary income as part of the partner’s individual tax return.

Managing partners and any other active partners may also receive an additional payment in lieu of a performance incentive or bonus, but again, this payment is not taxed via payroll and is not technically classified as a paycheck.

In Sherman and Palmer’s case, they split everything 50-50. They take a fixed amount from the business each month and review that figure every six months. Any excess profit is reinvested in the business or kept in a fund for future use.

“We have found that an equal share of decisions, challenges, and rewards keeps us both motivated and on our toes at the same time,” says Sherman.

Equity

Of course, the owners’ biggest advantage is owning a portion of the business. If the business grows and succeeds, the owners’ equity portion will become an increasingly valuable asset.

Compensation in an LLC

By default, an LLC with multiple members is treated by the IRS as a partnership. This means the managing partner’s compensation will be paid (and taxed) in the same way as if the business was a partnership.

However, an LLC can also choose to be treated as a corporation, which is sometimes done for tax purposes. In that case, members must be hired as employees and paid a salary to earn an income. They can also earn a share of the profits in the form of dividends.

If your business is an LLC, it’s a good idea to consult an accountant to work out salary and dividend amounts, as there are regulations and tax implications.

What It Really Means to Be a Managing Partner

Before writing this piece, I assumed a managing partner was simply a business owner with leadership responsibilities. But, after speaking with managing partners across industries, I learned the role is far more strategic and adaptable than I expected.

For some, like Jennifer Compton at Shumaker, leadership was a natural next step after years of earning trust and honing expertise. Others, like Daniel Snow at TRAFFIX, scaled their businesses into industry leaders. And then there’s Yusef-Andre Wiley, whose path was shaped by personal transformation and a drive to create real change.

I learned there’s no single path to becoming a managing partner — some rise through the ranks, others start their own businesses. While an MBA or business degree helps, real-world experience, leadership skills, and strategic thinking matter just as much.

And despite their different backgrounds, every managing partner I spoke with emphasized the same thing: You can’t do it all alone. Success comes from building the right team, focusing on strengths, and leading with intention.

Not all sales shortcuts are created equal. Some, like scheduling follow-up emails or creating a repeatable framework for researching prospects, streamline your day without harming the quality of your work. Others save you time but damage your results — meaning you’ll ultimately be less productive for using them.

As the expression goes, “If you don’t have time to do it right, you won’t have time to do it again.”

Steer clear of these nine shortcuts, or you’ll only create more work for yourself.

Sales Shortcuts

1. Researching Your Prospect During the Call

Researching your prospects while you’re on the phone with them is better than not researching them at all — but barely.

If you’re scrolling through their LinkedIn profile and company website, you can’t pay attention to what they’re saying. Not only will you miss valuable information, but you’ll sound distracted. Few buyers will be interested in scheduling another meeting with someone who’s not paying attention right now.

Remember that 96% of consumers do their research before talking to a rep, so they already have a pretty good idea of what you offer. Don’t let them out-research you. Be equally ready.

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My former colleague from Serpstat’s sales team learned this the hard way.

During an enterprise software pitch, a prospect threw out an unexpected question — one that shifted the conversation in the wrong direction.

Caught off guard, Alex fumbled to find the answer mid-call. That awkward silence and frantic searching cost him the deal. Later, the prospect admitted they chose a competitor who seemed to understand their business better.

Determined not to let that happen again, Alex built a pre-call research system covering:

• Prospect’s LinkedIn profile lookup
• Company news
• Leadership changes
• Industry challenges

When another prospect asked about field expertise, he had detailed notes ready. This led to much deeper conversations about their pain points and, ultimately, more successful deals.

Pro tip: Make sure you space your calls far enough apart so you can prepare before each one (e.g., 15-20 minutes). Better yet, review your scheduled meetings for the next day before you leave at night. Doing your research after regular business hours (rather than during) frees up additional selling time.

2. Trying to Connect With Prospects at the Same Time Every Day

Some salespeople settle into rigid calling and emailing routines. For example, they might call new prospects every morning, send emails in the afternoon, and contact existing opportunities in the hour before they leave the office.

The problem with sticking to a schedule? It’s difficult to connect with a buyer who’s on a different one. If your prospect never gets into the office before 10 a.m., they’ll miss your 9 a.m. call every day. If another prefers to check their emails at the crack of dawn, your mid-day messages will always get buried.

I explored this topic with Shannon Smith O’Connell, Operations Director (Sales & Team Development) at Reclaim247. She pointed out that sticking to a strict schedule backfired and killed her chances of real engagement.

O’Connell suggests using AI to get personalized insights that lead to authentic conversations.

“Craft your communication to reflect individual needs based on data insights (e.g., determining the best times to reach based on activity), and you’ll definitely enhance your connection potential,” she explained.

Pro tip: Use the email tracking tool in HubSpot Sales to see when individual contacts engage with your emails. Then, schedule yours to arrive when they’re typically online.

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3. Running Your Demo and Discovery On the Same Call

Conducting discovery and a demo on the same call is like killing two birds with one stone, right?

Wrong. Your demo should be highly customized to your audience’s needs, desires, and goals — and you can’t achieve that level of customization without doing prep work.

Or as Rizala Carrington, CEO and Growth Executive at MyGrowthAgent.com, says:

“Discovery should be all about listening, while the demo should be all about demonstrating value based on what you’ve learned. Mixing the two dilutes both.”

Rizala described those calls as a messy, all-over-the-place conversation that never really landed. Instead of tackling real pain points, she just dumped a bunch of generic info. No surprise — the prospect lost interest, and the deal went nowhere every time.

Once she separated discovery and demo calls, everything changed. Now, she has time to really understand the prospect, tailor her pitch, and create real engagement during demos.

Pro tip: Use the discovery call to diagnose the buyer’s current situation and what they hope the future will look like. In between discovery and the demo, identify which product features will help them reach this better future. Then, craft your presentation around these features and their benefits.

4. Not Making a To-Do List

It might feel more efficient to keep track of undone tasks in your mind rather than on paper or in a virtual list, but you’ll end up losing precious hours. No one’s memory is faultless: Inevitably, you’ll forget details or entire tasks.

While adding an item like “Send Jamie Hills the blog post we discussed” takes an additional 10 seconds, failing to execute on that could delay the deal. You’ll spend far more time re-engaging your prospect than if you’d followed through on your commitment in the first place.

Daniel Cook, Business Development Specialist at KM Philly, was one of those who thought it was possible to pull up facts on the fly. But that led to prospects sensing his lack of preparation. Now, he swears by a to-do list — especially the one before the call.

“When you enter a call already aware of their industry challenges, you don’t sell — you consult,” says Cook.

After the call, create another to-do list to keep the momentum going:

• Write down key takeaways.
• Define next steps.
• Plan follow-up strategies — when, how, and what to say.

By the way, according to Belkins, the first follow-up email is the most effective, boosting reply rates by 49%.

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So, if you don’t set a reminder for follow-ups, the chances of overlooking them and losing those opportunities are pretty high.

Pro tip: Don’t waste time writing down a to-do list for every lead. Set your CRM to automatically prompt a series of tasks after you complete, say, a discovery call. Create follow-up templates and personalize them after the call takes place.

All that frees you even more time and keeps leads engaged on semi-autopilot.

5. Sending the Same Content to Every Buyer

It may be easy to send the same content to every buyer, but it’s not effective. Imagine the majority of your prospects are finance managers. One might be focused on developing accounting processes for her company’s global expansion, another is concerned with reducing operational expenses, and the third is prioritizing rewriting her company’s expense policy.

If you forward an ebook about decreasing overhead to all three of these managers, it will only resonate with the second. Content should add value and help you establish credibility. To do that, it must be relevant to the individual prospect’s situation.

At the end of the day, only a personalized and individual approach will create a real connection and strong relationship, and we know that’s the only way to close deals.

Our research shows that 82% of sales pros say building relationships is not only the most important part of selling but also the most enjoyable. So, don’t let laziness or the urge to close a deal too quickly cost you those relationships.

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If we take into account that 72% of revenue comes from existing customers while only 28% from new customers, the importance of building relationships is quite apparent.

Here’s what Cook from KM Philly thinks of it:

“Bulk emails can save time but murder engagement. I used to send the same generic sales message to everyone on my lead list, hoping the value prop alone would win them over. Response rate? Horrible.

“These days, I qualify my emails by industry, company role, and pain point. Then, personalize them with meaningful case studies or observations. Making this simple tweak boosted my response rate 3x over and gave my pitches the tone of dialogue, not junk mail.”

Pro tip: Hone in on your prospect’s likely priorities by looking at their site, browsing their company’s open jobs (which tells what areas they’re expanding in), reading specific job descriptions for your prospect’s department (which gives you granular insight into their team’s goals), and checking out their social media profiles.

6. Relying On a Single Point of Contact

There’s an average of five decision-makers involved in the sales process today. For enterprise deals, the number can jump as high as 10-15 stakeholders. And 28% of sales professionals say the biggest reason prospects back out of deals is because the sales process takes too long.

A solid approach to handling this is multi-threading, aka building relationships with multiple stakeholders at your target companies.

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I dare to say that relying on a single point of contact within the company is a recipe for disaster: If they get sick, go on vacation, or leave their job, you’ll probably need to start from scratch.

And that’s not factoring in your contact’s internal influence. Maybe they don’t have a lot of social capital in their organization, or they’re new and ultimately unwilling to recommend any big changes. The wrong customer champion dramatically reduces your chances of closing.

Realtors know all too well how frustrating this can be. Adam Chahl from Vancouver Home Search shared his hard lessons:

“In real estate, I‘ve seen many agents make the mistake of building a relationship with just one person in a decision-making group, only to realize too late that they weren’t the final decision-maker. Early in my career, I put a ton of effort into nurturing a relationship with a client, only to find out that their spouse had completely different priorities when it was time to move forward,” Chahl said.

“The deal fell apart because I hadn‘t engaged both parties from the start. Now, I always make sure to connect with all stakeholders in a transaction, whether it’s a couple buying their first home or an investment group purchasing multiple properties.”

Pro tip: Ask your original contact to connect you with their coworkers so you can learn more about their individual priorities, buying criteria, and objectives. These details will help you tailor your message to each stakeholder and build consensus.

7. Trying to Go Around the Gatekeeper

Some salespeople try to avoid the gatekeeper at all costs. They’ll call the decision maker at odd hours, ask for their cell number instead of the office line, and remain vague about their intentions whenever they do end up talking to an executive assistant.

However, the gatekeeper doesn’t need to be your enemy — in fact, he can be your ally. Your prospect trusts him. If you get the gatekeeper’s approval, not only will you have an easier time connecting with the buyer, but you’ll also have more credibility from the get-go.

Another example from real estate goes to Amber Couron, Transaction Coordinator at Home Buying Hounds.

“I learned the hard way about bypassing gatekeepers when I tried going directly to a property owner, only to have the deal fall through because I’d alienated their trusted office manager,” she said.

“Gatekeepers often have valuable insights about the property and decision-making process that can make or break a sale. These days, I build genuine relationships with everyone involved, from receptionists to property managers, which has helped me close deals more smoothly and get better referrals.”

With that in mind, always treat gatekeepers with respect and courtesy. Instead of circumventing them, go out of your way to talk to them.

You might even ask the decision maker, “Is it okay if I ask [gatekeeper] a couple of questions about [prospect’s company] so I can get another perspective?”

If they say yes, you’ll have a valuable opportunity to learn from a true insider.

8. Relying Too Much on AI

A recent Gartner study reveals that 76% of sales leaders are either already using or planning to roll out generative AI this year. No doubt AI helps in sales with routine tasks.

However, AI tools can lack nuance, so failing to refine prompts or integrate real-time customer context can make interactions awkward or irrelevant.

Also, if you’re planning to fire a couple of your salespeople just because “AI can do it now,” think twice. AI is an assistant, not a closer. It can streamline tasks, generate insights, and automate outreach, but at the end of the day, relationships and trust close deals. AI helps, but sales is still a people game.

What you can use AI for:

Source

Explore and test, but let’s not let AI take over the human part.

9. Ignoring Past-Due Follow-Up Calls to Focus on Other Tasks

I’ve been in sales, and I’ve made my fair share of mistakes, too. One of the biggest? Avoiding follow-up calls to check on deal status. The task is daunting by its nature, and a sales rep can find a million reasons to push a call to tomorrow when it’s due today.

Early in my career, I had 53 deals in the pipeline — each with necessary follow-up calls and emails. For the latter, I used templates and adapted them to fit every prospect. For calls, I had to pick up the phone. No shortcuts. So, I kept delaying them.

Unfortunately, it resulted in lost opportunities and was noticed by my manager.

In the end, I had to overcome my fear of “being pesky” and make those calls without having them piling up. To my surprise, my conversion rate from prospect to deal increased.

Don’t let something get in the way of following up with your potential clients. It can make or break a deal.

Pro tip: Hone the craft of sales calls by reading sales books, role-playing with your peers and managers, and attending webinars/courses. These all help a salesperson become a better negotiator and seal more deals.

Mistakes should be lessons, not patterns.

After chatting with experts, I was once again convinced that we learn best from our own mistakes. It’s tough, no doubt, with missed opportunities, wasted time, and money, but that’s how we move forward.

So, I hope you’ll at least take away something from these nine mistakes others made and try not to repeat them.

The big thing to remember? Even though AI is tempting to rely on for everything, we still need to stick to some old-school sales processes. And by “old-school,” I mean solid research, prepping your calls, staying focused, and personalizing your approach with each prospect.