What you sell and how you sell is important.

Understanding your market and segmenting it always helps you to focus better on “who to sell” and “how to sell”.

A more recent example is cars- Honda Jazz (Honda known for its efficiency) and Fiat Grande Punto (The Punto engine known for its innovation and uniqueness). Both these are launched for the Indian Roads and for Indian conditions, yet they are not the cars for everyone and anyone. The price range for these cars is also in a certain bracket and carry with them their respective values and company legacy.
This is a simple example of how two companies, when competing for market share in a country, project and offer their value to prospective customers.

When I decided to jump into entrepreneurship and started Obelisk with my Partners, we too were faced with this challenge- we knew the space and the service, but had to work on our positioning, segmentation (though I would admit this is still Work-in-progress) and creating the “Wow Factor” for the prospective partners. What one needs is a long-term thinking process, keeping one’s eye on the future, innovating and most importantly “Partnering”.
Partnering has its pros and cons but the overall experiential value and steep learning curve can be very exciting and challenging.

I have always been very perplexed (coming from a non AEC/ Design background) about why is it (and based on my limited understanding of this industry) that anyone would want to outsource their drafting/ drawing production, be it CAD or Revit. We spent days on research and weeks in discussions, to finally understand- “No sane business person, now or in future, would like invest heavily in personnel and infrastructure and would not mind/ look forward to, outsourcing to earn more value from the money spent there on and focus their attention in areas of creativity and designing, leading to more money for their businesses. As far as the routine drafting and drawing production is concerned, they can leave it with the specialists and experienced, trained resources, which just focus and do that. This made sense to me and I started selling it. I would admit- it has been no mean task, but the daunting realisation of the necessity to keep a lean structure, boot strapping, outsourcing any non-core but essential activities, is finally settling in their visionary business minds.

My mentor tells me- Entrepreneurial aspirations and projects are not based on what you were or on what you are, but on “What you want to become”. This always guides us in stormy nights. I would love to hear back from you- the reader on your comments, thoughts, ideas, suggestions or any reaction- good or not so good. Reaction is important and confirms life. Cheers.