I have often asked my clients this question…
“If you didn’t have a salesperson (even if that person was you) to sell your services, what would you do? How would you get new clients?”
That answer is the foundation of your marketing plan.
What steps would you need to take to identify and find clients, woo them, engage them, qualify them and ultimately close them if you didn’t have the benefit of a person to do it?
If you think this task would be impossible, I suspect that your marketing program is limited in it’s ability to attract and move prospects towards you and to a buying decision. I would surmise that you place an inordinate amount of expectation on your salespeople (or yourself) to produce results… but don’t have the tools or tactics in place to give them a steady stream of prospects to talk to as a result of your marketing.
Something to consider today.
That’s right, here’s the inaugural show of my new video show entitled,
The World’s Most PERSONAL Business Marketing Show
Thanks for joining me. Please feel free to send me your questions, comments and more below.
Click Video or Here To Play This Episode
I read Craig Terrels and Arthur Middlebrooks book entitled, Market Leadership Strategies for Service Companies. Definitely worth the read.
I am struck immediately by the trap they say many service companies fall into, namely of “doing things better.”
The need for constant improvement in process, quality, cycle time and a host of other operational activities has not necessarily helped to improve market share and profits. It has however created a “commodity” mentality into our businesses.
I am sure that many of us have fallen into this trap. So listen to what Terrels and Middlebrooks say in the 3rd Chapter.
Service companies need to dare to be different.
To find a leadership position in the market…. and then to lead. The key strategy is to be different from competitors. Service market leaders dominate their market niches by playing their own game, as opposed to one-upping competitors with the exact same offering. They break free from “be better” – internally oriented initiatives to pursue “be different” – externally oriented strategies.
Being different is grounded in providing customers with the unique value that they cannot get from any other competitor. It means constantly moving into uncharted waters and rallying the organization to do so confidently.
Are you willing to play your own game? To stand out in an overt and obvious way?To DARE to be different?
It can be scary, but very worth it.
