The channel to global market leadership

Hans Peter Bech
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The channel for business development, marketing, sales development, sales and other revenue generation professionals in the information technology industry. We help you grow revenue, faster (especially in foreign countries and through independent channel partners)!

  1. 6d ago

    Sådan styrer du et forretningsmodelprojekt, når planen ændrer sig

    En tekst skrevet af Hans Peter Bech og oplæst af en automatisk stemme. En virksomhed kan begynde et forretningsmodelprojekt med et enkelt mål: at øge omsætningen. I de fleste tilfælde kræver det flere kvalificerede leads. Virksomheden skal nå frem til tilstrækkeligt mange potentielle kunder, som har et relevant problem, mulighed for at købe og en grund til at handle. En bedre konvertering i salget er også vigtig, men en stærkere salgsproces kan ikke i længden opveje for få relevante muligheder. Spørgsmålet bliver hurtigt bredere end »Hvordan får vi flere leads?« Svaret kan handle om, hvilke kunder virksomheden henvender sig til, hvilke problemer den løser, dens værditilbud, synlighed i markedet, salgskanaler eller partnernes kapacitet. Virksomheden må også overveje, hvad det koster at skaffe og betjene flere kunder. Vækst, der svækker rentabiliteten, gør måske kun lidt for at øge virksomhedens værdi. Derfor er det vanskeligt at planlægge et omsætningsvækstprojekt fuldt ud fra begyndelsen. Teamet ved endnu ikke, hvilke ændringer det vil anbefale, hvilke antagelser der holder i test, eller hvilke ressourcer implementeringen vil kræve. Alligevel skal alle vide, hvad projektet skal opnå, hvem der kan træffe beslutninger, og hvilket arbejde der er godkendt. I min kommende bog, Building Successful Business Models, bruger jeg Business Model Framework til at hjælpe B2B-softwarevirksomheder med at undersøge deres eksisterende forretning og finde forbedringer. Jeg har også udviklet et særskilt projektstyringsværktøj: Business Model Redesign Project Canvas. Det holder projektets rammer ajour, mens forretningsanalysen udvikler sig.

  2. 6d ago

    Ein Geschäftsmodellprojekt steuern, wenn sich der Plan ständig ändert

    Dieser Artikel wurde von Hans Peter Bech verfasst und wird von einer automatisierten Stimme vorgelesen. Ein Unternehmen kann ein Geschäftsmodellprojekt mit einem einfachen Ziel beginnen: den Umsatz steigern. In den meisten Fällen erfordert das mehr qualifizierte Leads. Das Unternehmen muss genügend potenzielle Kunden erreichen, die ein relevantes Problem, die Möglichkeit zum Kauf und einen Anlass zum Handeln haben. Eine bessere Abschlussquote ist ebenfalls wichtig, doch ein stärkerer Vertriebsprozess kann auf Dauer zu wenige passende Verkaufschancen nicht ausgleichen. Die Frage wird bald umfassender als „Wie gewinnen wir mehr Leads?". Die Antwort kann die angesprochenen Kundengruppen, ihre Probleme, das Wertangebot, die Sichtbarkeit am Markt, die Vertriebskanäle oder die Kapazität der Partner betreffen. Das Unternehmen muss auch berücksichtigen, was es kostet, zusätzliche Kunden zu gewinnen und zu betreuen. Wachstum, das die Rentabilität schwächt, trägt möglicherweise wenig zum Unternehmenswert bei. Deshalb lassen sich Umsatzwachstumsprojekte zu Beginn nicht vollständig planen. Das Team weiß noch nicht, welche Änderungen es empfehlen wird, welche Annahmen den Tests standhalten oder welche Ressourcen die Umsetzung erfordert. Trotzdem müssen alle wissen, was das Projekt erreichen soll, wer Entscheidungen treffen darf und welche Arbeiten genehmigt sind. In meinem kommenden Buch Building Successful Business Models nutze ich das Business Model Framework, um B2B-Softwareunternehmen bei der Analyse ihres bestehenden Geschäfts und der Suche nach Verbesserungen zu unterstützen. Außerdem habe ich ein eigenes Werkzeug für die Projektsteuerung entwickelt: das Business Model Redesign Project Canvas. Es hält die Rahmenbedingungen des Projekts auf dem neuesten Stand, während sich die Geschäftsanalyse weiterentwickelt.

  3. 6d ago

    Managing a Business Model Project When the Plan Keeps Changing

    This article was written by Hans Peter Bech and is read by an automated voice. A company may begin a business model project with a straightforward goal: increase revenue. In most cases, achieving that goal requires generating more qualified leads. The company must reach enough prospective customers who have a relevant problem, the means to buy and a reason to act. Improving sales conversion matters too, but a stronger sales process cannot compensate indefinitely for too few suitable opportunities. The question soon becomes broader than "How do we get more leads?" The answer may involve the customers the company targets, the problems it addresses, its value proposition, market visibility, sales channels or partner capacity. The company must also consider what it costs to acquire and serve additional customers. Growth that weakens profitability may do little to improve the value of the business. This is why revenue growth projects are difficult to plan in full at the outset. The team cannot yet know which changes it will recommend, which assumptions will survive testing or what resources implementation will require. Yet everyone still needs to know what the project is trying to achieve, who can make decisions and what work has been authorised. In my forthcoming book, Building Successful Business Models, I use the Business Model Framework to help B2B software companies examine their existing business and identify improvements. I have also developed a separate project management tool: the Business Model Redesign Project Canvas. It keeps the project's governing arrangements current while the business analysis develops.

  4. Sep 2

    The Classic Virtues of Partner Channels – Now with AI as a Lever

    This article was written by Hans Peter Bech and is read by an automated voice. Technology companies seeking to increase growth and market share through an indirect channel of business partners need to master many disciplines. The most important are still the classic virtues: understanding the business case, generating revenue, and creating and retaining satisfied customers. Artificial intelligence does not change these fundamental principles. But AI can make the work faster, cheaper and more precise, thereby improving the economics for both the vendor and its partners. In this article, aimed primarily at B2B software companies in the lower third of the market penetration curve, I examine the classic virtues that, in my view, will matter most in the years ahead. Along the way, I show where AI can add genuine business value.

  5. Sep 1

    De klassiske dyder i partnerkanalen – nu med AI som løftestang

    En tekst skrevet af Hans Peter Bech og oplæst af en automatisk stemme. Teknologivirksomheder, der ønsker at øge vækst og markedsandel gennem en indirekte kanal af samarbejdspartnere, skal mestre mange discipliner. De vigtigste er stadig de klassiske dyder: forretningsforståelse, omsætningsgenerering og evnen til at skabe og fastholde tilfredse kunder. Kunstig intelligens ændrer ikke disse grundprincipper. Men AI kan gøre arbejdet hurtigere, billigere og mere præcist og dermed forbedre økonomien for både leverandøren og partnerne.I denne artikel, der primært retter sig mod B2B-softwarevirksomheder i den nederste tredjedel af markedsindtrængningskurven, gennemgår jeg de klassiske dyder, som efter min vurdering vil spille den største rolle i de kommende år. Undervejs viser jeg, hvor AI kan tilføre reel forretningsmæssig værdi.

  6. Aug 29

    Building Successful Business Models

    This article was written by Hans Peter Bech and is read by an automated voice. Many books about business models are written to cover all types of businesses and assumes a blank sheet of paper. They are written for readers about to invent something new: a startup, a disruptive concept, a fresh market position. That is useful in such situations, but it does not reflect the reality most companies face. Most businesses are already operating. They already have organisations, customers, products, channels, costs, and habits. Their challenge is not to invent a business model, but to manage the one they have. They want to understand where it no longer works well enough, and improve it. Or extend it into new markets. That is the starting point for Building Successful Business Models. I wrote this book because I experienced the distance between the elegance of the business model framework and the messiness of applying it in real companies. The framework offers clarity, structure, and a shared language, but once people start using it in practice, discussions often become imprecise. Definitions drift, assumptions are treated as facts, and teams move too quickly from observation to conclusion. What appears simple in theory becomes difficult when confronted with the realities of customers, markets, organisations, and commercial pressure. That experience led to a simple conclusion: the framework is valuable, but it requires a firm hand applying it to help companies manage reality rather than merely describe it.

  7. Aug 24

    Cold Calling in the Age of AI and Multichannel Selling

    This article was written by Hans Peter Bech and is read by an automated voice. When I first wrote about this subject in 2017, social selling was the fashionable alternative. Salespeople were encouraged to establish a professional presence on LinkedIn, publish useful content, engage with potential customers and develop relationships before making a direct approach. Those activities have not disappeared. LinkedIn still measures them through its Social Selling Index, which covers professional branding, prospect identification, engagement and relationship-building. But the term social selling has largely lost its status as a revolutionary sales methodology. It has become one element of normal B2B prospecting. Today, the fashionable terms are signal-based selling, intent data, multichannel outreach, revenue intelligence and AI-assisted prospecting. The terminology has changed, but the fundamental question remains: When does it make economic sense to approach someone who has had no previous contact with you?

  8. Aug 24

    When AI Prospecting Becomes Spam

    This article was written by Hans Peter Bech and is read by an automated voice. A year ago, this message might have impressed me. It refers to one of my books, understands its genre and identifies a genuine need: more exposure and more readers. Today, I receive several like it – every day. I have trained my mailbox to classify them as spam. The services offered are legitimate. Amazon optimisation, Goodreads promotion, email campaigns and book-club outreach may all have value. What undermines the message is the claim that the sender has carefully identified my book as especially suitable for his services. The language feels personal, but the approach is obviously AI-generated and repeated at scale.

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The channel for business development, marketing, sales development, sales and other revenue generation professionals in the information technology industry. We help you grow revenue, faster (especially in foreign countries and through independent channel partners)!

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