Earlier this week, one of our LinkedIn connections posted about a video from SAP about experience management. Agency folks were all over it, how moving and motivating it was, how it should be nominated for a Cannes Lion (puppy?), and so on. This reminded me about how I learned when I first studied copy-writing, that desperate marketers who couldn't find anything distinctive to say about their product just had to use a photo with girls in bikinis, or a puppy. Yes, sorry, that's what we learned, and yes, they called us girls, and, well, none of that really matters so much as the fact that these tired tactics still persist, and I got annoyed. Sigh. Stay with me. There's more to the story.
On the advice of someone I know, I have been re-reading Ann Handley & C.C. Chapman's Content Rules. So here I am at lunchtime, reading along, and I come to a part where the book talks about Eloqua's "The Conversation" series, and how the video begins after a visitor indicates that she works in marketing. "Obviously I'm not going to be able to use any of the typical marketing tricks on you (sex!), so allow me to just be direct (puppies!)." The version of "The Conversation" that's online now isn't quite the same, but it is still a great example of interactively drawing someone into a conversation about your product with engaging humour, even if you have a serious B2B product.
That's a useful thing to learn, for sure. But the lesson is not, "use a puppy".
There's a bigger and more useful lesson here. And here it is: when we see something that excites us, makes us laugh, or riles us up (have you guessed which one applies to me, when I see a puppy ad that isn't actually selling something directly related to puppies?), the emotion sticks with us. And then, we may start seeing that thing that excited, amused, or enraged us, wherever we look. It's a bit like the "frequency illusion" - our heightened awareness of that thing means that the frequency with which we see it seems to go up, even though in reality, this type of confirmation bias may be causing our brains to just confirm what we want to believe - that we are seeing those puppies everywhere. We unconsciously start looking for them, so we can prove to our brain that our theory is right.
So the next time your team gets a great idea about what your customers want, and you start seeing evidence everywhere, take a step back. Try using one or all of these tools to check your bias:
1. Ask the customers directly how they feel about your platform (or puppies).
2. Look at the data - have they ever shown an interest in puppies before?
3. Run a test to validate (or invalidate) your hypothesis.
I'm Megann Willson and I'm one of the Partners at PANOPTIKA. We work with our clients to help them see everything they need to make better decisions - using better data, a better approach, or better metrics. If you need help deciding which metrics will work best for you and your team, so that you can find, serve, and keep more customers, we can help. You can also follow us on Twitter, Facebook, or LinkedIn. For more news you can use to help you or your team to make better decisions, click the handy button, below.
"We'd like to investigate this. Oh, and it would also be great to find out more about this. And a few members of the team thought it would be really interesting to explore this."
When your product is new, or your team is new, or you're just getting started with your business, you want to know everything. Any market information could be useful. All customer insights might be relevant. As a consequence, we often meet new clients, new teams, or founders, who want to look at a really big basket of questions. Sounds fair, doesn't it? They have a lot to learn. So what's the issue?
The issue is that the other shoe usually drops, right about then. The client says, "And we really want you to do a deep dive on this."
The fact of the matter is, giant companies who can afford massive amounts of data, may be able to afford to be wasteful with their investigations. They may be able to "go deep" on a lot of different topics, all at once. If you look carefully, though, you'll usually find that there are many teams, each going deep on a topic or two. If your company is small, you risk learning a little about a lot, and a lot...about nothing.
How can you mitigate this risk? These four steps that can help:
I'm Megann Willson and I'm one of the Partners at PANOPTIKA. We work with our clients to help them see everything they need to make better decisions - using better data, a better approach, or a better frame of reference. You can also follow us on Twitter, Facebook, or LinkedIn. For more news you can use to help you or your team to make better decisions, click the handy button, below.
Judging by the box room in our condo building, you'd think that everything was shipped by courier or post, but we have a saying around here: "It's hard to ship hot soup by mail". Whether you're starting a new business, or developing a new product or service for your existing business, one of the decisions you'll need to make, is what is the most effective channel to use, to deliver that product or service to your most valued customer. Taking a step back, Megann has been running a video challenge, and two things she's asked participants to think about are:
These questions don't stay static. They deserve regular review, no matter what your business. When we started consulting, we would have said the most valuable service was in-depth medical interviews, in situ in specialists' offices. And the customer who bought those was usually a pharmaceutical company with a very specialized product, like a cancer treatment. Now, the highest value services are consulting with companies who are entering new markets, on market selection, or facilitating strategic decision-making. And the clients are varied, but always scientific, technical, medical, or industrial B2B companies.
Once you have a good picture of the key product or service, and who buys it, it's time to think about how to get it to them. Are the clients remote, or local? Do they need to see you to receive the service? Can it be shipped? Must it be? Figuring that out can be a challenge, and it takes a lot of legwork to determine the most efficient and effective way. More than one channel may be needed. Determining it is a necessity, as it will be a critical part of your cost structure, as well as your value proposition. Are you the fastest? The most thorough? The newest? Each of these directly impacts your channel choice. Moreover, communicating to your customer which channel your using, may be relevant. You might think that those strategy facilitations are always in person for us, for example, but we have tools that let our clients gather together a team from around the globe, and make decisions as effectively as if they were in the same room. So keep an open mind, and find the channel that's just right for you and your MVC.
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Today I was reading a cautionary tale about restaurant ownership, and one of the issues was the problem the owner had run into with pricey real estate and long-term leases. For sure, there are some businesses where you absolutely must “be there” – where space is important – and in these cases you should push for the best you can afford, as soon as possible. For most businesses, though, when you think about the “where” of your business, you’ll be stronger in the long run if you build flexibility into your plan.
Let me give you an example. One consultant we know (we’d say “headhunter”, but he wouldn’t) had lots of corporate clients, back in the days when businesses like his usually had large, pricey offices in the financial core of their city. Those kinds of businesses often relied on the prestige of real estate to convey a message of reliability, dependability, and success. Our friend got into the executive shared office space in its very early days. No one knew that his Bay Street address was only a mail-drop and answering service. After all, he went to the clients. But since people still wrote letters for business back then, his address looked very impressive on business cards and letterhead. Fast forward to today, and you’ll find that many businesses have no physical space at all. Consultants, coaches, advisors and more, have found that they can carry out their business very well in the virtual space, or by going to where their clients are. On the rare occasion when they need to host a meeting, they can do it in a rented-for-purpose location like a hotel meeting room or a co-working space. This doesn’t just apply to knowledge workers, though. Think about all of the direct-selling operations that don’t have storefronts, but sell through home parties. Or online businesses. And what about our restauranteur? What about catering with a rental kitchen, or food pop-ups, or other creative locations?
When you’re planning your business, ask yourself what the space signifies to the customer, and whether you can achieve that signal in another way that’s less costly, and that ties up less of your resources. We’ve spent so much time making remote work possible for employees of large organizations, there’s no reason you can’t build this into your own business, as well.
Excellent news! You’ve found the key to your customer’s “job to be done” with your product our service. You’ve focused on only the prospects who have proven they want to invest time, money, and effort in doing the job. So, what could possibly go wrong?
Although we’d all like to believe that our service, gizmo, or gadget is the only choice our customer will ever need or want, the truth is, there are very few cases where that’s true. More often, we have to compete with something, or someone. This is the tricky bit. When it comes to describing why that service, gizmo, or gadget is better, our mindset can be a real barrier. This goes double if wat we’re selling is our own talents and capabilities. Where is the line between confidence, and over-confidence? How do you know the difference between “my way of doing this is better”, or “my product/shop/invention is better”, and “I’m better”? Reconciling the tension between innovator and impostor is often what will make or break the sale.
How can you make sure that tension doesn’t “snap” the sale? First, write down the story you’re planning to tell (whether that’s your pitch to a new boss, or to a new client). What are the advantages you’re describing? Are they real? Are you confident you’re telling the truth? If not, where isn’t it working? Fix the facts, not the adjectives. If the facts are true, but your discomfort has to do with feeling boastful, or bragging, ask yourself whether it would sound true, if your biggest supporter was saying it. If it would, then you’ve got some work to do, because the problem is you.
When you feel like an impostor or a liar when you tell your story, this feeling is transmitted to the person watching or listening, even if you don’t realize that. It’s fine to be humble. It’s not fine to be modest. New business people often confuse the two, especially if they don’t have much selling experience. Humble means unassuming – not taking too much for granted. Modest can mean that, too, but it also means shy, or uncertain. And who would be confident buying something that even the salesperson isn’t not certain of? No one.
So, the next time you’re preparing to make a sale, give yourself time in advance to practice. Write the story so you’re sure it’s true. Check your facts. Read it in the voice of your biggest supporter. Use the adjectives they would use. Then say it out loud until you’re confident, and make sure your own fear of the spotlight isn’t standing in the way of your success.
Look at those fresh new messages and materials. So exciting! New initiatives to launch. Shiny new toys to play with. But winter has dragged on, and your spring-themed campaign seems ill-timed just yet. The tools and techniques you've been using seem tired and trite. Or are they?
Marketing and sales often encounter a kind of ennui with their campaigns just before the change of season - and especially if the season doesn't seem to be changing as fast as it should. The common refrain is, "Our customers are tired of this! We've told them all about this already!" The reality is, you are not your customer's only focus. (There, we said it. Right out loud.) So while it may be true that they've heard your message, and that they're not sure you'll have anything new to say, this doldrums of delivery that you're in, is something you can change. In fact, it may not be that they are bored at all...it may be you who is just tired of sounding enthusiastic about the same old message. What are you to do?
Bear in mind that in sales, marketing, customer service...nearly anything that requires you to be customer-facing, attitude is altitude. Look for ways to recharge your batteries so you can put one last push on, before spring really does arrive. Start integrating a few new spring pieces of clothing into your wardrobe. Get a new haircut. Launch a new fitness routine. Begin a course that will make you sharper for the upcoming season. All of these will give you a feeling of accomplishment that will lift you up.
Next, check your assumptions. Visit clients and get a recap of their recall of key messages you've delivered this cycle. Make sure you correct any misperceptions so you're starting from the same page when new selling models or tools are introduced. Consider any knowledge gaps as you visualize who is ready to receive the message of your next campaign, and who can use just a bit more personal attention to get them there.
Lastly and most importantly, remind yourself and your team of your achievements. Consider a celebration and final team incentive challenge as you wind down winter and get ready for spring. Because although it might not seem like it on a stormy day, the sun really is on its way.
Does this sound familiar? For me, I’m always surprised when I hear this, although I hear it over and over again. The easiest business to start is one that solves a problem, one that people will pay to have solved. Whether that’s creating delicious homemade cakes that make the person celebrating feel extra-special, to measuring air quality and helping clients to put systems in place to improve it so they can breathe better, or even providing custom home renovation services for someone with ideas but who’s all thumbs – businesses that solve problems or challenges are simply easier to sell. That’s because you don’t need to invest as much time educating the customer as to why they would want to solve that problem in the first place. They’re already actively looking for a solution!
Of course, the next step is a bit trickier: you also need to have the wherewithal to solve the problem. If you’re not a baker, or an environmental scientist, or handy with tools and building materials, none of our examples are going to be a fit for you. So what CAN you do? This is an area where mind-mapping can come in handy. The mind-map is a great tool for capturing a lot of free-flowing, uncensored ideas. Set a timer for 15 minutes – no more. This is more work than it sounds, and by then you’ll need a break from thinking. Get yourself a large piece of paper, or a white board, or a large expanse of wall and a stack of sticky notes. Start by writing down all the things you can do, that solve problems for people. Capture everything. Don’t try and narrow it down yet. What sorts of things do people ask you to do already, because you’re good at them, or you know how to do them in a unique way, or because those same people don’t know how to do them for themselves? Keep writing. If one “job” makes you think of another, great. Write that one down too. Just keep going until the timer tells you to stop. Although it might be tough to get started, I’m pretty certain you’ll be on a roll as you move toward the end of your 15 minutes. Ideas always bring more ideas.
Now, go get a drink of water, or a cup of tea, or take a little walk. Then come back to your mind-map. It’s time to start sorting. Which ones do you really like doing? Which are you uniquely qualified to do, more than most people? And here’s the million-dollar question: which will people pay you to do? Often the things you’re best at, or that are most enjoyable, don’t obviously intersect with what customers will pay for. It’s up to you to find that intersection between work that works for you, and work that’s lucrative enough to make a living. So while I never advocate working at work you dislike every day, if something feels like a real calling, AND you feel like you’re fairly compensated for doing it, you’ll be much more likely to stick with it when your business hits its inevitable valleys.
Do you have some ideas that look like they might actually be the start of a business? Great! Next time let’s talk about ways to see whether customers really will pay what you think they’ll pay – or in more technical language, defining and validating your value proposition.
This is a re-blog of Megann's post on LinkedIn this week.
“I believe you.” Have you ever experienced how much of a relief those three words are, when you’re surrounded by doubters? How you might not have even realized how much their negativity was weighing on you? At that moment, you don’t even need the supporter to do something to help the situation. They’ve done enough by simply acknowledging your truth. Many of us have experienced the empowering sensations that those three words can elicit.
What you might not have considered, is that this tiny but powerful message is also a tool you can use, two different ways. The obvious, is when it seems someone close to you is getting a lot of negative pushback on their idea, their opinion, or their statement of a situation. If what they are saying is reasonable, plausible, and they’ve given you no reason in the past to doubt their words, this is a time when you can firm the bonds of your relationship by simply using those three small words. You can do it very publicly, or you can do it quietly. Either way, believing is a valuable gift you can give someone.
The other way you can use “I believe you” is much less common. I recommend you use the statement on yourself. When you know you are right, or you have an important message to deliver, or you’re worried how your truth will be received because it might fly in the face of common practice, get yourself to a mirror. State your case. Look yourself deeply in the eye, and say it. “I believe you”. Say it until you do believe you. The results will be worth it. Believe me.
Never say never! Maybe you’ve tried starting a business or changing careers before, and it hasn’t worked out. Or maybe you’ve considered it, but talked yourself out of it because of your responsibilities, the risks, the time involved…who knows? One thing is for sure, unless you approach it with a plan of action, just like any other business endeavour, you’re doomed. The first part of the plan is to figure out what kind of chance you want to make. Here are five tips to get you started on the right path again:
1.Envision the future. Give yourself a long runway, maybe five years. Where would you like to be? What will you be doing? Who’s with you? What’s your message? Who’s listening? Painting a clear, detailed picture will let you get a handle on what you want and need from the change. This will help you focus on what you’ll get, and that’s important to keep yourself going when the hard parts of the change begin (because they will).
2.How did you get there? Look backward from the success you’ve achieved. What skills or talents did you use to get there? These are the tools in your toolkit that you want to use. It’s important to know whether you’ve got everything you need – or whether you’ll need to build regular learning into the picture. (Hint: if you’re not learning and stretching, you’re not thinking big enough – and it won’t feel like you’ve changed anything when you arrive).
3.Why did you want to go in the first place? Author Simon Sinek recommends that you start with “why”, and then work on what and how – but sometimes it’s difficult to get your brain around the motivation before you figure out what it is that you are motivated to do. If you’d rather start with the purpose, because you already know you want to educate kids or save kittens, go for it. Start here, then backtrack to Step One.
4.If you tried before, what didn’t work? Don’t do that. Seriously, evaluate what it was about your first effort that failed. You’ve probably done plenty of thinking about that already. Now figure out the actions and attitudes that did work – and work on those. You’ll get a much clearer picture of actions that were helpful and harmful than you had, the last time.
5.If you’ve never tried, start now. Honestly, start anywhere. Work on your business model. Interview some people in your ideal role. Profile a customer. It doesn’t matter. As soon as you break them logjam and start moving toward the change you’ve been looking for, you’ll start to pick up momentum. Make time to commit to a few steps every day, and just keep going. Eventually, it will all come together. Just dreaming about it won’t get you anywhere.
Are you experiencing a specific challenge with your new business, your dream business, or your career change? Let’s talk – or leave a comment for us, and we’ll respond.
Megann and Steve, Partners in PANOPTIKA, are working for our clients every day to help they need to know to make better decisions in their complex business environment.
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