Modern marketers need modern methods.
Am I right? You might think this article is going to spend lots of time talking about building pipelines and creating conversion funnels, using social media to generate leads and attract prospects with content, mining data to unearth new insights, and more. Do read on, and see if you're right.
Do you remember last week's post, about how something may resonate with you, and then suddenly you're seeing it everywhere? Sure enough, that happened to me. (I checked my bias, though, and validated - these things do work).
First, I was speaking with consultant and coach Debbie Adams of PeopleCan about how, despite the many tools we have at our disposal, some of the best and easiest sales come because we've already impressed the customer, and we aren't listening carefully enough to realize it's time to stop selling. I also overheard a conversation between two business women and one was asking the other about getting new customers, when privacy regulations seemed to be making it harder and harder to use email. "It's easy, said one. I phone them." Cold-calling is sometimes most effective because it's simple and unexpected. And it makes you take time to think about the person on the other end of the line, before you begin - at least if you do it well. (For more info on how to do that, check out The Phone Lady - she works with entrepreneurs and enterprises to help them get better at using the phone). Lastly, to use Steve Willson's favourite F1 quote: "Get in there, Lewis!" In other words, go to where potential customers are. Have conversations. Engage. Show them you're a real person. You'll be pleasantly surprised on one-on-one outreach will help build momentum in your business. So, in short, three tools that are underused and can freshen up your sales numbers?
Oh, and one more tip about the customers you've already found? In this post by Devin Haman, he says that you can come up with more things to sell your existing customers, by proactively fixing problems today's proactive customers may not even have discovered yet.
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've said many times, that the best way to market is to find a customer, create a solution to a problem or a need for them, and sell it to them. We stand by that. While you're busy creating that solution or figuring out how to fill the need (the job to be done, to paraphrase Clay Christensen), someone else may show them the next best option. Also, if you want other people to sell your product or service for you, by describing it to their networks, you need to know what it is that you sell. So which comes first? Customer, or product?
The first truth is this: knowing your customer is absolutely critical. The second truth is this: you need money to have a viable, ongoing business. And the third: sooner or later, to get money, you're going to have to sell something - whether that something is a product or a service. Revenue is how you pay the bills, pay yourself, fund the work, even if you're a social enterprise or not-for-profit. Remember: not-for-profit doesn't mean, "doesn't bring in money".
So how do you figure out what it is that you sell? If it's a widget, a chicken, or an egg, you've got the beginning of a description. If it's more complicated, you need to be able to distill your product (or service) description down to something even your grandma or your five-year-old nephew could explain. Why? Simple: because the more people who know how to describe what you sell and why it's great, the more unofficial salespeople you can have out there in the world, for free, generating leads for you. So go ahead. Break all those rules we've told you about customer focus, and take some time to figure out the easiest way to describe what it is you sell. You'll be glad you did.
Learning about the technical specs of a scientific innovation. Exploring country data from the CIA. Studying environmental protection regulations. Investigating commitments to climate-change agreements in multiple countries. Researching trade data on purchasing patterns in five different verticals. Interviewing key stakeholders in the three most promising industrial sectors.
What do these things have in common? They were all part of an “unknown unknowns” exploration we did for a client of ours. If you’re in an established business, with multiple competitors, chances are, there’s data out there to help you make key market decisions. If you sell soup, soap, or shampoo, there are often standard reports than can be purchased quickly, and many case studies to help guide your thinking. But if you’ve invented a new scientific/industrial/biotech/pharma type thing, that theoretically has multiple applications, in several verticals, how do you make an argument that it’s possible to commercialize? When we set out to do a market landscape for a product that’s almost ready to market, there isn’t usually a simple answer ready and waiting. Instead, we do a deep dive with you about your product. Then we use our expertise at multi-modal research to decide the best way to narrow down your options, as cost-effectively as possible. Finally, we find experts on the ground who have similar or related expertise, to help us get the answers you need to make critical decisions about your business. That’s what we did with the exploration at the start of this story.
The good news? At the end of it all, our client got an innovation grant that helped him and his team to scale their operations, and a few years later, they’re running a thriving business with operations in multiple countries and for several industrial verticals. We’re proud to have played a small part in that. All because we like to help our customers see everything, and make better decisions.
There’s so much great survey software out there, I’ll just do the project myself!
Does this sound familiar? It can be tempting to undertake all your customer research on your own. After all, who knows your product or service better than you? Why would you ask an outsider to get involved?
Experts bring objectivity
It can actually be quite helpful to bring someone in who isn’t as familiar with your product, your service, or even your customer, as you are. Much like the Buddhist concept of the “beginner’s mind”, a professional researcher adds value precisely because they don’t have the level of immersion that you do. It allows them a certain level of openness, freedom to explore, and license to ask “stupid questions” for which your best customers or prospects might not grant you the benefit of the doubt. How else can they help?
They have a big toolkit, and they know what to use, when
What if a survey isn’t even the tool you need? Just as you are able to work with your customers to provide them with the best solution to their problem, strategic researchers can help you to determine, based on your objectives, the very best research method to use, to get the answers you need. Making a forecast? You definitely need a quantitative approach for at least some of the work. Interested in seeing whether your customers are able to explain your concept to others? A focus group or research community may be a more appropriate tool.
They’re experts in finding the right respondents – even amongst your current customers
Beyond this, experienced research experts work to make sure you are screening for the very best respondents – those who are really able to articulate their opinions and ideas. Moreover, a great research partner will help you figure out whether there is value in exploring sub-segments or groups of individuals who exhibit specific qualities (lots of experience with your product, versus none, for example, or language or cultural groups that resemble your new target market).
When the data comes in, they know what to look for
Let’s say you go ahead and you do host and field a survey on your own. What happens if you forgot an important question? Or if you put a lot of open-ended questions in there, and now you don’t know what to do with all those verbatims? It can be really helpful to have that second set of eyes to look at the questions, pilot, and test them. They can bring their experience to the table in structuring the questions to yield answers that will be useful and actionable. Then, when the answers are in, they are great at separating the “nice to know” answers from those that really go to the heart of your objectives.
They’ll help you build a story that will keep your team engaged
Beyond just asking the questions, research practitioners are also storytellers. They don’t just produce pie charts or pretty pictures – they create a narrative that moves your colleagues from why you asked the questions in the first place, to what it means for your organization, and what you can do with the findings. This will encourage them to ask questions of their own, to be on the lookout for additional clues, and will help keep them from getting distracted by red herrings.
There’s plenty of value in engaging your customers and asking them questions – and in hearing the answers for yourself. It can also be worth the investment to work with a partner if you want to maximize your research ROI. It’s a little like that old adage: “If you want to go fast, go alone. If you want to go far, go together.”
Do you have a global business, or are you considering expanding or exporting? You might know that we've been travelling this past week - to the UK and Germany. One of our favourite things to do when we're in a new market or a foreign country, is to explore an ordinary activity, and ask, "what's different here"?
Above is the condiments collection at a Sainsbury's cafeteria. The breakfasts were similar, with a few different menu items (even here in Canada the big breakfast doesn't differ that much from the Full English Breakfast). But this collection of condiments was very different than what we might receive with the average cheap and cheerful breakfast here at home. Some of the things that reminded us that every market develops in response to customers, not the other way around, included:
Condiments collections are adapted to local tastes, even in quite similar jurisdictions. Payment options varied from country to country. "Contactless" - the equivalent of our debit "tap" - was popular in the UK, but didn't always work with foreign cards like ours. In Germany, debit isn't an option in most places unless you have a local account. And although many products on the shelves were easily identifiable, even under new brand names, once in awhile there were packages and presentations that completely confounded us.
So what's all this got to do with you and your customers? Just a friendly reminder, that it's about what *they* want, not about what you want to give them. Do yourself a favour, and make sure you consider the small subtleties that put the local in your global offerings. You'll be glad you did.
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.
Are you planning to grow your business this year? Or do you just want to make more money from the business you're in? Those are the first two questions to explore. If you haven't already, take time today to figure out what you want, and it will help you get off on the right foot for a strong 2018. Imagine if this time next year, were busier and more successful than ever!
These are the 14 Questions that will help you get there:
If you're not into DIY, or you'd like help putting your plan together to answer one or more of these, we'd love to help. Whether you need strategic research, a facilitated strategy session, coaching, or a workshop, we're looking forward to seeing you succeed.
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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