Partner Selection & Strategic Fit A multinational manufacturer is evaluating two potential partners in Turkey: one with deep regulatory expertise and aligned long-term goals, and one with broader sales reach but conflicting priorities. How should the company assess strategic partner fit?

Monitoring Pricing Performance After raising prices by 8%, a fintech provider sees a 22% drop in win rates. Leadership debates whether to revert to the previous pricing or adjust segmentation and tiers. Which monitoring and adjustment practices should guide the decision?

Choosing the Right Media Channels A marketing team must promote a technical whitepaper to niche engineering leads at aerospace manufacturers. Budgets allow for only two channels. Which media choices best support targeted reach and credibility?

Buying Stage and Maturity as Segmentation Variables A software company separates accounts into first-time adopters and seasoned enterprises, replacing legacy systems. Each undergoes distinct discovery and sales processes. Why is buying-stage segmentation strategically useful?

Targeting as a Strategic Commitment A company using the GE-McKinsey matrix finds that two segments appear promising: one is highly attractive but requires extensive customization; the other is less attractive but aligns well with existing capabilities. How should targeting logic guide the decision?

Internal Readiness vs. External Opportunity A robotics startup scores India highly on market attractiveness but poorly on local service capability, channel access, and localization resources. Why must internal readiness be evaluated alongside opportunity potential?

Channel Partners in International Expansion A cybersecurity vendor entering Latin America considers using channel partners due to regional complexity, limited internal bandwidth, and varied local regulations. Why might channel partners be an effective early-entry strategy?

Functional Interdependence Across Marketing, Sales, Finance, and Operations A Sales team promises aggressive discounts and three-week delivery for a new product. Finance later rejects the pricing, and Operations cannot meet the lead time. What does this illustrate about functional alignment in B2B firms?

Value-Based Pricing as the Gold Standard An industrial automation platform reduces downtime by thousands of dollars per hour for its buyers, yet the company charges the same price as basic competitors. How should value-based pricing guide a new pricing strategy?

Operational Levers and Profitability A CEO debates whether to allocate budget toward a major marketing campaign or toward improving first-pass yield on the company’s main production line. Why might Operations investment drive disproportionately higher profit gains?