What are your pointers for an import/export agency wanting to use HubSpot for lead generation and authority building?

Hello! I am a former automobile dealer, and I had an auto repair shop, body shop, and licensed vehicle inspection station in central Missouri. I am very familiar with this industry. I entered this market at the wrong time, grew quickly, and hit the Great Recession at the wrong time. My goal was similar to yours, to wholesale vehicles, but also to export classic cars to the middle East. Canada is a great source for people here, because the prices are in fact lower for US buyers. I am still somewhat involved in the automotive niche, and I even recently purchased a replacement engine on a Scion from Canada because it was about one third of the price that I would have paid anywhere close. One thing you mentioned that stuck out in my mind is focusing on SUVs and trucks. When you specialize, you create your biggest potential. If you can create a name for yourself for supplying a particular size of truck, say a 1/4 ton pickup with an extended cab, you might be able to connect with volume buyers who are looking for low cost alternatives to buying new. This could be municipalities with tight budgets, small transport companies, service industry companies, etc. Once you find a hot niche, word could spread fast, and if you've mastered the supply side, you will be able to move vehicles super fast. And if you have the capability of doing some mechanical upgrades on the vehicles before you sell them, you'll make a greater return on your investment. One example of a hot niche is Jeep Cherokees in Colorado. Cherokees sell for 20% to 30% higher in Colorado than what they go for in the Midwest. I know of a person who did nothing but purchase Cherokees and fix them up for selling in Colorado. He had a very solid business. The advantage to focusing down on a very tight selection of vehicle models is knowing what to expect. You'll know what parts are likely to be worn out at a particular mileage, where these vehicles tend to rust first, what mechanical issues are common, or electrical problems that you can run into. When you are wholesaling and buying anything and everything, you'll heighten your chances of getting burned. I've been there myself, and learned some hard lessons. At the end of my run in the business, I wish I could have hit the rewind button and only scoped out a narrow variety of vehicles that I had the most knowledge on. I plan on re-entering the business soon. I've got a particular car in mind, the 1995 Ford Mustang. I rebuilt one of these, and I know all of the gory details for this car. Right now, they are a dime a dozen, and you can find them everywhere. My plan is to restore them and sell them, because this body style and the Fox body are the next ones which will become "nostalgic". Drill down and find out which pickup truck is your best prospect. Factor in common problems, cost of repair, and demand out on the market. Then stick with that model within a certain range of years, and make a name for yourself in that niche. You are guaranteed to have better success if you take that approach!

Message me, I live in Shanghai, China.. If I understand better maybe I can assist you.

Someone else creates the design and physical products, correct? In that case, your main challenges are (A) identifying customers (B) convincing them to give you a chance (C) keeping them happy with good customer service When it comes to (A), you should probably be knocking on a lot of doors. You'll experience plenty of rejection, but some people will say Yes. Do a good job, and they may remain ongoing customers or refer you to others. This doesn't require any formal study of marketing. It just takes practice and long hours. There's another way to handle (A). And you should probably be doing both in tandem. This involves studying the behavior of people you want as customers. Many people are searching online every day to find companies who provide exactly those products and services you offer. You can ensure they see you by running a pay-per-click advertising campaign in Google and other search engines. SEM professionals can help manage your expenses and ad placements. You'll also want to evaluate the written content on your website and think about SEO. The better your websites perform online "organically", the higher they rank for all the relevant online searches, the less you'll need to pay to advertise. I can't help you with customer service (C). But maybe I can help you think about (A) – finding customers online. And I can certainly help with (B) convincing the people you approach (or who find you on their own) that they ought to hire you. Practicing your sales pitch is important, since you'll be delivering it to a lot of different people. But much of your sales pitch is embedded within your website and brand name. So you ought to pay very close attention to the visual and verbal quality of all your promotional material, ranging from on-site text to graphic design, verbiage in brochures and ads, and (perhaps most crucially) the domain name you've chosen to be known by. That name / domain is everyone's first impression of you. Even before they click, they've judged you. When they arrive on the website, they see the visual layout and the written content. So even before they've tried your actual services, they've judged you again. Clearly, it's worthwhile to perfect these early stages in your sales funnel so that prospects make it all the way to the finish line – i.e. asking questions and hiring you. If you'd like help with naming, domain procurement, branded copy writing, or SEM strategy, perhaps I can assist.

How to sell to retailers? As a former Retail Buyer from Target, here's my suggestion. You need to first ready your sales communication and materials to explain how 1) You will drive sales at their stores (best told through sales traction and history in comparable or slightly smaller retailers than the one you are targeting 2) Demonstrate how you will support sales with a marketing plan. Marketing mitigates sales risk and that's a retailer's #1 concern and 3) Prove you will deliver flawless vendor execution. There are many hiccups that happen along the supply chain and it takes an experienced company to flawlessly deliver inventory to the right stores/DC's in the right quantity on the right day. The best way to prove this is by showing that you are currently working with retailers of the same magnitude. So in short, you have to scale up slowly - from small retailers to larger retailers - in order to manage risk, build sales traction, build brand awareness, and manage cash flow. How to contact them and sell to them? Use Linked In to find retail buyers. I have a short video on how to do this: https://www.youtube.com/watch?v=ZwbfUMRHiq0 Trade shows are also effective; you can get the mailing address of retail buyers in attendance plus meet them face to face if they come to your booth. Also, network within your industry. You'll find your peers are wiling to trade buyer lists with you. But in short, don't bother reaching out to a retail buyer until you have talking points that address those 3 things I mentioned above all. I'm happy to do a clarity call if you have follow up questions.

Selling to enterprise customers is about demonstrating value while reducing risk. You will need to show irrefutable proof that your solution will address a pain - ideally, one that is both urgent and important (Eisenhower matrix/Covey). The best way is to point to tangible examples of where you have solved the problem before - through documented case studies, testimonials from industry luminaries, etc. Most enterprise solutions have been developed with the involvement of at least one customer to ensure there is some semblance of product/market fit. If that is your situation, you need to use that customer as a proof-point. In the absence of an existing customer, you need to find someone (a champion) who is willing to accept greater risk in return for the benefits of being an early adopter. The offer to them could be financial (free/reduced cost/pay when you're happy), exclusivity, customization/ personalization/integration,... - something that will provide extra reward for taking a chance with you, in return for allowing you to use them as proof when the value is proven. As well, expect that an enterprise will limit their risk by testing your solution in a controlled setting - in one department, a specific project, a parallel implementation with another product, etc. with very specific, measurable objectives and expected outcomes. Selling to enterprise customers can be daunting. Decision-making can be slow, complex and political. The reception area is full of existing account managers with big expense accounts and six figure salaries who call on the customer every day. But, if you can find a way to successfully break into the market, large companies can be like lemmings - and one sale can lead to many. Good luck! Ping me if you think I can be of help.