The more B2B and B2C winners got decided, the clearer it became that consumer plays were often winner takes all, while B2B was long tail and could often support multiple winners. In B2B, it's not uncommon for many companies to be addressing the same need for different types of customers or business models.

The more B2B and B2C winners got decided, the clearer it became that consumer plays were often winner takes all, while B2B was long tail and could often support multiple winners. In B2B, it's not uncommon for many companies to be addressing the same need for different types of customers or business models.

Evaluate the opportunities in terms of their impact on the stakeholders and their organizations, the availability of budget, the ur-gency, the alignment on value, the implementation potential, and the likelihood of you winning the market. You can use our template at leanb2b.co/opportunities for your analysis.

The strongest force in businesses is the inertia of the status quo. A company may be aware that something is broken, that it's under-performing, or that things could be much better with another solution, but they may not be willing to make a change. The value provided must significantly outweigh the risks and costs.