Yuval Ariav’s Post

Transcript

But if you're trying to do something else in a new industry, that's more challenging. So how did you manage with this challenge in a nontraditional industry? Yeah, So you think this answer always true to every, every start, but it's especially true when you don't have much use cases to rely on. Get intimately familiar with your ICP. And by intimately familiar I mean not only like demographics or company size or industries, but think about like all the nuances like psychological triggers and relationships with your colleagues and how do you do they want to move forward in in their life and what kind of situation in their business. Applies to your specific case when they want to to buy from you and what do you think about the competitors. You, you get really, really deep. You can't go too deep regarding that. And when you start doing that research you you get more and more clarity on what you need to do and how you need to position yourselves against the competition and against what's already out there and what content you need to create and what channels you want to be in. It just gives you a lot of. A lot of context that is incredibly valuable. And for us that learning was first of all talking to customers a lot like hundreds of customers until we, we started figuring out like a patterns that that really worked. And that also means like recording those calls and sharing them and actually watching those calls and using like tools to to record those calls automatically because you never remember to. To actually record, but also like there are public spaces where people talk, people talk about your competition, people talk about the incumbents, people talk about a lot of things. And another thing that's another strategy that we really, really valuable for us was hiring people from the industry that brought their insights into the company. That was crazy valuable because they brought on like all the things that worked with with the competition. But all the things that didn't work, like all the all the problems and all the pain points and all the things that customers, their customers complained about. And we realize like what's our unique positioning and what's our unique messaging and what we need to do in order to to go to market more effectively. So that was really valuable. And I think that's that that holds true to every startup, but especially if you don't have enough context. Can you give us an example of what you know, what were some of the insights that you got and and how we change your go to market strategy? Yeah, absolutely so. So in our, In our. Space, there are incumbents, there are there are companies that are like the digital manufacturers that are already that already exist. But we realize that one of the main concern for customers was was that they cannot collaborate with the manufacturers that they connect them to. They just hold it like in the black box. And that was like repeating itself over and over again in informal discussions in in customer conversations. And that was a real frustration. So it doesn't it not only that. We built a lot of the product around that, but it's also like the positioning that and and the stance that we took and the messaging was really around like that. And another insight was that a good ICP for us is someone that uses the competition, because if they use the competition, they're they're already very educated about the problem and about what's already out there. And what we only needed to do is say, OK, do you identify with these and these challenges? Yes, OK, so move. Class and that was very effective. Now one of the one of the unique things in RCP is they do they use the incumbents or not and that's like a trade that you don't put in in like demographics.