The BS Test

The only words you should use in your marketing, home page, or mission statement are ones that clearly and honestly communicate the value you bring to the table.

Platitudes (premier, best, world-class, leading, value-added, best in class, results-oriented) fail the BS test and divert attention away from that which really matters to your clients…how you solve their problems.

If you’re even slightly unsure about the validity of your claims, why would anyone else believe them?

Small and Slow

The largest organizations seem to take months or years to change direction and adopt new strategies.

Why?

A big reason seems to be the need to gain consensus, whether through committee, shareholder vote or even public opinion. Makes sense I guess. After all, there are quite a few stakeholders at Verizon, GM and Microsoft.

Why then do so many boutique firms suffer from the same inertia? Why does it seem that their marketing strategies, service offerings and customer service systems seem so static?

One of the greatest benefits of being smaller is being faster. In fact, speed may be your one true advantage over much larger, more influential firms. One of the most valuable systems you can put into place is a process for quickly making intelligent decisions and executing new strategies. By focusing on the how of making course corrections, you’ll eventually build a truly nimble, adaptive culture that is poised to take advantage of new opportunities months before others even realize that they exist.

Tricky

Here’s a surefire way to lose credibility and instantly destroy any chance of earning a potential client’s trust: Pretend to be a prospect.

Example: Acting like you are in the market to buy services from a company that “just happens to be” a prospect. It’s not just creepy and unethical, but doomed for failure as well. Consider that sales professionals with any level of experience can easily tune into your true intentions. After all, that’s what all of the intelligent, probing questions they ask are designed to do…uncover your true needs and pain points. If after talking for an hour about their services, what will happen when you switch to how your own firm “coincidentally” has solutions for them as well?

If the only way you can get in the door is a bag of tricks, what does that say about your belief in the value of the services you are selling?

Targeted Darwinism

A new business is like any other complex organism…in order to survive in its environment, it needs to be perfectly adapted.

A business idea is designed by choice, not random selection. You look at the world around you and, hoping to give your fledgling creation the best chance of survival, you create your business based on the climate and conditions you find. Sure, it will hopefully grow and adapt on its own, eventually morphing into something hardly recognizable. But at the beginning, when it is young and weak and easy to kill, the better you design it to survive the harsh winters, predators and scarce resources, the higher the chances it will live to fight another day.

No guarantees, just a better shot.

The Spaghetti Strategy

“Let’s throw it against the wall and see what sticks.”

Great idea. If you have a lot of time and a lot of spaghetti.

Experimentation is critical, but it does not replace analytical thinking, research and problem solving. You don’t start with throwing stuff against the wall to see what sticks…

Unless you have unlimited resources, consider saving your pasta. Critical thinking and asking yourself the tough questions about your own ideas is never as fun or interesting as just running out and trying to make something happen. But by learning to take the time up front, you’ll become much better at selecting the right walls to start aiming for, and more will stick. Bon appetite.

Selling Umbrellas on a Sunny Day

The rain in LA reminded me of one of the most basic and straightforward examples of what makes a business, or businessperson, successful.

Rain, in a very narrow and specific context, is a problem. It makes you wet. Being wet in the rain at the wrong time (like when you’re in a suit on your way to a meeting) is no fun. So someone, somewhere invented a solution to this problem. The umbrella.

If you live in New York City, you know that the only time you see someone actively selling umbrellas is…when it rains. On sunny days, you never see someone on the street, trying to convince passersby that they should buy an umbrella in case it rains someday.

That’s because on sunny days, they’re too busy selling sunglasses and bottled water. They still have some umbrellas. They’re safely stored away somewhere, waiting for the right time when selling them makes the most sense.

When they are most needed…

When they have the highest value…

When they solve an actual, urgent, in-your-face problem. In other words, when people are most willing to pay for them.

What do you sell? How badly do people want it? If the answer is “not much,” ask yourself if you are trying to sell umbrellas on a sunny day.

Finding the Right Problems to Solve

Your marketing doesn’t work for the following reason: You haven’t identified a specific problem to solve, exactly why your solution has value today and to whom it matters most.

Which means you’re trying to sell a solution no one wants, can’t afford or can find cheaper somewhere else.

Fixing your marketing starts with:

1. Fixing your solution by first proving to yourself why your service or product is something people actually value enough to pay for.

2. Creating marketing campaigns that communicate the right solution to the right people and at the right time.

It’s easy to start from a solution idea that intrigues us, and try to work our way back to finding the right problem to apply it to. Certainly, that approach can work. But more often than not, as I have often learned myself the hard way, it doesn’t.

Photo Finish

From the LA Times:

For photographers and graphic artists, not a pretty picture out there

Think it can’t happen to your industry? Think again. Solving the same old problems in the same way and expecting to get the same pay is a recipe for doom. Take for granted that your business will be radically changed, sooner or later, by technology and increased, cheaper competition.

Be at the forefront of that change, adjust your approach to focus on offering solutions people actually value, and be in position to change gears completely before the floor gives way.

American Express did. They used to be in the freight business. Then they invented traveler’s cheques. In other words, they’re still around because they found a new, better problem to solve.

30 years ago, the New York City garment industry occupied most of the real estate between Fifth and Ninth Avenues from 34th to 42nd Street. It didn’t change, didn’t pay attention, didn’t want to see the signs. Done.

Whether you’re managing a whole company or just your own career, it really doesn’t matter how badly you want things to stay the same. What matters is your ability to see when it isn’t, and then do something about it.

Fire, BAD! New Media, GOOD!

The buzz about Social Media tends to celebrate all the reasons why traditional marketing is dying and how Web 2.0 is the fatal blow. It reminds me of Phil Hartman’s Frankenstein on SNL…

Traditional Marketing, Bad! New Media, Good!

And I agree.

Too many businesses waste precious time and money on poorly conceived branding campaigns, and I wouldn’t miss cold calls, junk mail and spam.

But when the argument about new marketing or old marketing becomes about good or bad, right or wrong, it misses the entire point. The right marketing channel isn’t determined by any macro trend, but by where your customers are now, and where they are going to be in the future.

Maybe that happens to be New Media like Facebook and Twitter.

Or maybe that still means the Thursday morning networking event with the great bagels and bad coffee, or that inexpensive but very effective coupon mailing, or continuing to sponsor your kid’s little league team.

Adapt, evolve and expand your marketing tool box to include new marketing channels and media. But don’t get so caught up in new trends that you stop doing what already works now.

French Fries and Iphone Covers

We think we know what people really want.

Few of us really do.

We’re all enigmas. We’re irrational. We make illogical choices, take actions that contradict our stated plans, and take the most useful things for granted while treasuring (and buying more of) things that shouldn’t matter nearly as much.

I hardly ever wash my car. I eat french fries in it while driving, occasionally dropping one between the seat and the center console, never to be seen again. I got the oil changed, finally, but only after weeks of annoying wrench shaped lights on my dashboard.

You will never see my iphone in public without its protective cover. I have 2. One for normal, every day use. One for running. I won’t use it with dirty hands, or let my 6 year old play with it (bad Dad!), or let too many days go by without cleaning the screen with an appropriately soft and non-scratching chamois. Same goes for my laptop (the not touching it with dirty fingers, not the chamois).

I love my car (it gets me to work and meetings and goes really fast). I merely like my iphone (it lets me make calls while playing Fieldrunners). If my iphone suddenly split into 2 equally shiny and pretty pieces tomorrow, life would go on. If my car blew up in a mushroom cloud of french fries and gum wrappers, I’d be in a serious bind.

Yet I continue to value my phone more than my car, at least in how I take care of them. I’m illogical.

So are you.

So are your customers, leads, prospects, bosses and coworkers.

Logic alone won’t tell us what people will value. What they’ll want. What they’ll respond to. Educated guesses just begin the experiment.

To find out what people really want, watch and listen for clues about what they already treasure, then give them more of that…