| One of the interesting side effects of relying | | | | from a higher perspective. |
| exclusively on this E-Newsletter to market my | | | | What I've realized (and only recently), is that |
| business, is that 100% of my prospective clients | | | | vision - not features, not benefits, not process, |
| reach out to me, rather than vice versa. | | | | not capabilities, not credentials - is the fastest and |
| In other words, instead of identifying industries or | | | | easiest path to closing a sale. It is so much |
| companies or individuals who seem to be the likely | | | | (sooooooo much) simpler to bring a new client on |
| buyers of my services and trying to get in touch | | | | board when they understand and buy into your |
| with them (the way most experts would advise), | | | | "stuff." If your view of the world resonates with |
| I simply publish this newsletter every other week, | | | | them and some problem they have or |
| sit in my office drinking coffee, and wait for the | | | | opportunity they see, they don't care (much) |
| phone to ring (what can I tell you, it seems to | | | | about how you get them there. |
| work). | | | | That last point is so important that I'm going to |
| As a result of this approach, and again, unlike the | | | | say it again, in case you missed it. If they buy |
| experience of most service professionals, in that | | | | your vision, they don't care about your process. |
| first conversation with a prospective client, I | | | | They just want you to take them to that place |
| usually know absolutely nothing about who they | | | | you just described. |
| are or what they do. | | | | In my case, during that critical, first impression |
| I know, I know, that's a cardinal sin in the world | | | | conversation with prospective clients, I hardly talk |
| of sales. You're supposed to do all kinds of | | | | at all about what I do (E-Newsletter creation). |
| research regarding a prospective client and the | | | | Instead, the vast majority of the discussion is |
| industry it lives in before getting on the phone | | | | about my vision: why relationships matter; how |
| with them. How else can you impress them with | | | | efficient it is to market to the people you already |
| your intimate knowledge of what they do and the | | | | know; how difficult it is to chase strangers and |
| problems they face, and avoid looking foolish and | | | | position yourself as expert at the same time; |
| ill-informed during that first, all important, | | | | why penguins are so cuddly, etc. Vision, vision, |
| discussion? | | | | vision. |
| Good question. You'll be pleased to know that I've | | | | A couple of more things on this: |
| developed and fine-tuned a Proprietary | | | | 1. You don't need a "save the world" vision. It's |
| Interrogation Methodology (PIM), which allows me | | | | fine if you have one, but when I talk about vision, |
| to learn all about a prospect, without | | | | I'm simply talking about something bigger than |
| compromising my position as all- knowing | | | | just putting cash in your pocket. There's nothing |
| consultant in the process. | | | | wrong with cash, but if you want more of it with |
| And, you'll be even more pleased to know that | | | | less effort, see if you can stand back and figure |
| I'm going to share this entire blueprint with you, | | | | out what point of view your company has that |
| today, at no cost (you can thank me later). | | | | transcends the money machine itself. |
| It's tricky though, so watch carefully. Here goes... | | | | 2. If you can talk about the vision independent of |
| When I'm on the phone with a prospect, and | | | | your particular service solution, you're on the right |
| after exchanging the usual pleasantries and chit | | | | track. Being able to clearly and concisely describe |
| chat, I pause and take a deep breath. Then, I | | | | what you do and how you do it is certainly |
| look straight at the phone, and with a confident, | | | | important. But that's not vision; that's just basic |
| yet inquisitive voice, I say: "So, what do you guys | | | | marketing. |
| do anyway?" | | | | I'm talking about your view of the way things |
| Bam! That's it. They start talking and we're off | | | | ought to be: |
| and running. | | | | Vision: "Small businesses deserve a way to |
| All kidding aside, I have noticed one interesting | | | | inexpensively generate targeted leads" |
| thing in these situations (and this is the point of | | | | Service: Pay Per Click marketing from Take Aim |
| today's newsletter, so try to stay with me). | | | | Search |
| If the person on the other end of the telephone | | | | Vision: "Having a chronic illness doesn't mean you |
| works as a "typical" professional service provider | | | | can't continue to thrive in the workplace." |
| (accountant, recruiter, financial planner, marketer, | | | | Service: Coaching from Vision: "Simplicity." |
| etc.) they answer my question by explaining their | | | | Service: Web demos and presentations that |
| business model. For example, "We help mid-size | | | | connect instantly from Glance.net |
| technology companies market their products, | | | | You get the idea. These visions exist above and |
| using our five point system for blah, blah. We | | | | beyond the services attached (and in fact, you |
| zipidy-zip their blah, blahs, and charge a licensing | | | | could apply the same vision to other services). |
| fee and hourly rate." You get the picture. | | | | 3. Take a lesson from the nonprofits. In a |
| If, on the other hand, I ask this very same | | | | nonprofit, the vision is always visible and right |
| question to someone in a nonprofit organization, | | | | there out on the table. Nobody's there for the |
| they invariably answer by explaining their vision. | | | | money, and everyone talks (constantly) about the |
| For example, "We help adults improve their | | | | cause. |
| economic situation by teaching literacy." | | | | Now, imagine for a moment that your business |
| The nonprofit people never begin by talking about | | | | were set up as a nonprofit. Sorry, didn't mean to |
| how they generate revenue. And, unlike their | | | | scare you. But what if money were not the |
| for-profit counterparts - who go as silent as if I | | | | objective? What would be the purpose of your |
| had just asked them to explain how the Hubble | | | | organization? Chew on that one for a while and |
| Telescope works - they have no trouble talking | | | | you may begin to see your vision! |
| coherently and at length about the "cause." | | | | Bottom Line: Money's great (I like it a lot), but if |
| Why should they? The cause is what they do; it's | | | | that's the only reason your company exists, |
| why they come to work every day. | | | | you're going to have to work for every sale. |
| How about you? If thinking about the cause or | | | | Talk less about what you do, and more about |
| vision or philosophy for your business makes you | | | | what you believe on the other hand, and you'll |
| uneasy, you're in luck. Because if you've managed | | | | make it easier for prospects to hear you, |
| to sell what you do so far without even knowing | | | | understand you, remember you, and (ta da!) hire |
| what your cause is, you're going to love how | | | | you. |
| much easier things get when you talk to people | | | | I'll be drinking coffee in my office if you need me. |