OK, Just a quick rant about what some companies think (what a presumption!) that people want to receive from them.

I just got a two page newsletter from our old mortgage company. They presume we want to hear from them. (not necessarily) Also, it's two pages with information about . . . you guessed it . . . THEM!

There's a mini-article about the charities this company gave money to during the past year, the new high-end residential development they're providing construction funding for, etc.

There's nothing -- and believe me, I've been looking! -- of value or interest to me, their customer.

Is this kind of self-centered, indulgent and highly insoucient copy the 'stuff' with which your company communications are filled? If so, think twice about doing that any longer.

In the highly competitive, over-crowded marketplace of today . . . it doesn't take much to make a customer feel less important than they are and, once that happens . . . they become easily poached by your competitors who are willing to make them the 'center' of their world.

Think about this . . . and if you see an need or an opportunity . . . DO SOMETHING about it!

I was giving a presentation when someone asked me, "OK, I understand it's important to target a market . . . how do I do that effectively?"

I loved the vulnerability and courage it took for her to share that question. Here's what I told her:

"The best market to target is probably right under your nose! Check out your 'best clients' from the past and you'll see segments worth developing in the future."

First, look for their COMMON CONNECTIONS. You may sell to an individual but you market to a group of them. So they must show you some evidence of how they connect -- even if you didn't exist.

Second, look to your 'best clients' in the past and make notes about them . . . write up a NARRATIVE DESCRIPTION using their individual bits of information until you see some kind of a coherent picture emerging from the initial 'fog'.

Third, create a PROFILE of the kind of person you're likely to find is a member of these markets or 'segments' using such elements as:
1. Demographics (age, sex, political affiliation, etc.)
2. Psychographics (risk-takers, value vs. price oriented, etc.)
3. Geographics (lives / works / plays in . . . , etc.)

Finally . . . consider two (2) additional factors for selecting people to cultivate in each of the segments you've decided to pursue:
1. Ability / Willingness to REFER you to others
2. Ability / Willingness to do business that is PROFITABLE

That's a good way to begin to do your marketing by design, not accident.

Hope you gain something from this as well.

I just spoke with a colleague about creating a 'guarantee' for a client. Interesting call I must say!

Seems the issue is this: if a client wants a 'guarantee' from an advisor or coach . . . what should that guarantee be?

Personally, I don't like being held accountable for what someone (other than myself) must do -- but might not -- in order to produce the result on which some 'guarantee' is being made.

On the other hand, offering a 'guarantee' of some kind -- is an excellent strategy to differentiate yourself and your service. So, what do you do?

My solution: Understand the INPUT / OUTPUT concept. Also understand the QUANTITY / QUALITY concept. Apply both to create a guarantee that YOU can offer safely and your MARKET will find attractive.

INPUT / OUTPUT:
The idea is that output -- results, if you will -- is dependent on input. Usually defined as 'initiating behavior'.

QUANTITY / QUALITY:
The idea here is that a result is a FUNCTION of both the quantity of initiating behavior and the quality of the skill used in performing it.

In the 'old' days, we referred to this as the 'How Much (quantity) and What Kind (quality)' program. If you do 'X' behaviors --say, "Talk with 10 people" with 'Y' level of ability or skill -- say, "You make an appointment with every 5 people you talk with" THEN . . . "You can expect "2 appointments". That's a predictable result and THAT . . . is the basis of a good guarantee: an attractive result for your client and a manageable one for you!

So where's the guarantee?

The guarantee could be this: "You WILL make 5 appointments, IF . . . you talk with 25 people". You can add a timeframe to that . . . 'over the course of a week' or 'per day' or . . . etc.

The RISK . . . of fulfilling the guarantee rests on both the client and the advisor.

The client's risk is that he or she won't do the behavior or INPUT.

The advisor's risk is that he or she won't be able to develop the client's skill level (a quality issue) to the point where the quantity of behavior will produce the results expected and 'guaranteed'.

In that case, you can either offer to: 1) return the client's money if the expectations are missed, or 2) continue to work with the client (to develop their skill level) until the results -- guaranteed by you and expected by your client -- are achieved.

The notion of using a 'guarantee' is a powerful strategy that allays prospects' concern about hiring you. It also differentiates you in the marketplace of consultants and advisors who like to quote their 'hourly fee' but loathe giving the client even a semblance of the guarantee they're seeking.

If you'll apply this insight into crafting a guarantee that will help you manage the risk of offering a decent guarantee to your prospects . . . it will help you STAND OUT in your marketplace as the competitive advisor I know you can be.

Best wishes until next time!

I'm behind a truck in traffic this morning and I see these words in HUGE letters on the back of the truck:

"If there's ANY delay, it's YOU that we'll pay!"

The company is Ben Franklin Plumbing. Their tagline is: The Punctual Plumber™.

In communicating with their marketplace, there's a great lesson here:
1. They offer to manage a customer's risk with an on-time guarantee
2. In doing that, they also differentiate themselves from competitors
3. They distill their 'hook' into a tagline that's equally memorable: "The Punctual Plumber™" that also reinforces their position and USP

In your business, choosing a strategy for differentiating yourself from the 'others' in your field is key.

Once you do though, you'll find that all kinds of opportunities seem to arise to leverage your position and give you a distinct competitive advantage in your marketplace.

So Ben Franklin Plumbing . . . I salute you for an obvious and successful effort to 'think it through' and come up with a 'winning' position for your business. Good Show!