How do I also sell to b2b customers on the same website?

Simple answers for simple problems - Three quick options that can be used solo or together. For Amazon, you have to get in the Buy Box on the product detail page. Also, having a high amount of positive feedback and the lowest price helps - as well as shipping out for Prime customers. 1. Get a repricing script, there are lots of vendors out there. Set your ceiling and floor pricing and then reprice to be under your competitors' price. 2. Setup an inventory management solution online - that will integrate with other multiple marketplaces. Think fulfillment by Amazon (FBA), eBay, Rakuten, etc for your solution when choose something like Lettuce or UnLeashed. 3. Setup an E-Commerce store through a Shopify or BigCommerce If you are selling a ton - you could have FBA manage fulfillment. I have helped a number of power sellers online so if you need more help, I will have recommendations --

Tip: Have you tried creating Facebook ads with "WooCommerce" (and variants) as Interests? Campaigns with specific interests and a few demographic filters are quite effective. Especially now that Facebook aggregates data from other online and offline sources. Good luck! Let me know if you have any more questions!

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.

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.

I agree with Joseph: an objective assessment from a professional will provide the balanced insight you're looking for. You can accomplish that very inexpensively with a Clarity call ... or a couple of calls to different experts. Here are some of the things we'd want to know (and which you can ask yourselves): - What does your current name say about your products, your services, your brand? If you think of it as the title of a story, what story does it promise? - What are the advantages of keeping the name? - How is the name holding you back? - Does the name have built-in limitations? For example, is it hard to pronounce? Does it suggest a service offering you no longer wish to be associated with? Have you been faced with a trademark challenge? I do not advise polling your customers or suppliers. They are apt to prefer the familiar over the new, and if you are contemplating a significant rebrand -- branching into new areas, dropping some key offerings -- you risk tipping your hand.