You’re not going to win the “marketing lottery” with a campaign that generates hockey-stick growth.

You will probably never go “viral” or be a YouTube sensation.

The days of global vitality is largely over, as channels are becoming more fragmented and niche, while simultaneously disappearing.

For a B2C company, you don’t want to go viral anyway – you want bursts of growth that gives you momentum and vitality does not.

For a B2B company, your target market is not big enough – and that’s a good thing.

But you can, actually, achieve “hockey-stick” growth.

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If you’re a B2B software/tech company, how do you go from traction to scale?

That’s a big question that can’t be answered in one, single blog post, but the start of a solution comes down to:

  • Your existing team and structure.
  • Your existing systems and processes for attraction, acquisition, retention, and growth.
  • Your marketing and sales vision, and how your team is formed to execute on that vision.

There are a few more points that I’ll leave for now, but that’s where you need to begin.

Now, whether your team consists of 1 or 10, and anything in-between, before you start publishing lead magnets (whitepapers), populate your site with landing pages, and push PPC in classic omni-channel flair…

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I don’t always post on Twitter, but when I do, I use the shotgun approach.

Recently I started firing off questions and comments regarding the term “growth hacker.”

I’m not a huge fan of that label — I prefer “growth marketing” — but have made peace with its existence and usage.

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I know you don’t like to be compared to everyone else.

I know you’re unique.

But I’m willing to bet $100 that your online marketing funnels are probably lacking in scope and size.

I’m saying that because no matter who I work with, and how big they are, there’s always a missing piece to their funnels.

And those missing pieces add up and end up costing you.

You don’t get as many qualified leads as you could have.

You don’t get as many sales or repeat sales as you could have.

I’d say that’s a problem.

And I’ll even add that it’s a problem worth fixing – now.

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It seems pretty fundamental and obvious: without buyers, you don’t have a business.

And without knowing your market, your clients and customers, you can’t serve them well or offer valuable products.

Yet, businesses continue to act as if it’s not true or importantespecially in their marketing.

You see this when marketers elevate one particular approach over another, supposedly heralding and ushering in the New Age of Marketing.

You can spot it when marketers are still talking about their Unique Selling Proposition (USP) and differentiating themselves.

It’s painfully obvious when marketers take it upon themselves to declare any tactic or strategy “dead”.

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Let’s start with basic, sound, fundamental business practices we can all agree on: Without your buyers — your clients and customers — you don’t have a business.

Peter Drucker himself, all Business MBA programs, and scores of prime business minds are all nodding their somber heads in agreement right now (you are too, I’m sure).

If you’ve ever tried selling a product that no one wants, you’ve quickly realized it’s the surest, straightest path to not just failing to put food on the table but you can’t even afford a table to begin with.

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