The financial result of a company largely depends (but not only...!) on its revenue. Below is an article offering a simple and pragmatic approach to building and executing a business growth plan, particularly focused on gaining market share.
A simple equation, a demanding mechanism
Market Share = Bid Rate × Hit Rate
Gain market share, it comes down to playing on two fundamental levers :
Bid Rate: the ability to be present in tenders, projects, business discussions.
Hit Rate: the ability to seize these opportunities.
A conquest strategy is therefore the art of boosting these two variables coherently: expanding market access while increasing the chances of success..
But on the ground, many obstacles limit this momentum. Here are the 8 most common pitfalls... and the levers we activate to overcome them.
1. Absence of a clear strategy: too much energy, poorly directed
The temptation is great to do "more": more calls, more visits, more posts. But without clear targeting, without clear differentiation, it amounts to shooting in the dark..
Our solution :
- Define a structured business strategy based on the analysis of profitable segments.
- Clarify the key differentiators of the offer.
- Organize the activity around well-defined targets, with appropriate objectives and means.
2. Excessive dependence on the leader: a barrier to scalability
In many SMEs, the owner remains the main "seller." They hold the customer relationship, the network, and the commercial agility. This centralization hinders expansion.n.
Our solution :
- Establish a professional sales force that is autonomous and responsible for its tools.
- Deploy a qualitative, dynamic customer/prospect database that is managed by the salespeople themselves.
- Structure the team around a sales manager who sets the direction and drives the dynamics.
3. A too passive stance: farming instead of hunting
Many salespeople prioritize following up with known and easy contacts. The exploration of new clients or segments is often neglected..
Our solution :
- Develop a culture of structured prospecting, in line with growth objectives.
- Equip teams with a clear management framework, CRM tools, and regular sales rituals.
- Working on the mental agility of salespeople: curiosity, questioning, advisory posture.
4. Non-strategic pricing policy: enduring instead of steering
The price remains one of the main levers of negotiation and differentiation. If misused, it becomes a weakness..
Our solution :
- Co-create a pricing strategy that is clear and consistent with perceived value.
- Delegate to salespeople a defined margin for negotiation, enhancing their credibility.
- Track pricing performance data to adjust: discount rate, price sensitivity, volume effect…
5. Lack of training: selling without understanding is selling poorly
Knowing the product is not enough. You need to understand what customer problems it addresses, how it stands out... and what creates value..
Our solution :
- Training teams to master customer pain points.
- Detail the USPs (Unique Selling Propositions) with concrete examples.
- Use tools like the KANO model to adjust the messaging according to customer expectations.
6. Think product or service instead of thinking solution
DIn the customer's mind, what they are buying is not just a product. It includes all the peripheral dimensions: customer service, delivery times, terms, services..
Our solution :
- Map all components of the offer: availability, delivery, financing, associated services, connectivity…
- Enhance the overall perceived value, in connection with the pricing strategy.
- Create a clear, differentiating package offer focused on the "customer problem".
7. Equip sellers to gain impact
Too often, salespeople go into battle poorly equipped: few arguments, no up-to-date documentation, low autonomy.
Our solution :
- Develop a complete sales kit: pitch, documentation, market data, negotiation margins, samples, scripts…
- Train the team to use it.
- Build a culture of commercial effectiveness: prepare, document, follow up, learn.
8. Selling alone: lack of alignment with other functions
Commercial conquest is a team sport. Without coordination with other departments, the promises made to clients cannot be kept.
Our solution :
- nvolve production/supply chain, finance, communication, and after-sales service from the very start of the go-to-market strategy.
- Clarify their roles: logistical support, credibility of the pitch, payment follow-up, credit and insurance coverage, after-sales follow-up.
- Build a cross-functional conquest plan, aligned with each function’s objectives and resources.
In summary
Winning market share does not happen at the sales level alone. It relies on a clear strategy, a well-equipped team, a well-packaged offer… and rigorous alignment across all company functions.
At SAYGODO®, we help business leaders structure this conquest so it becomes effective, sustainable… and motivating.
In the next article, we will address a closely related topic: Improving margins without slowing down growth. Spoiler: it’s not just about cutting costs…