| It's amazing to me that most sales people, | | | | and concerns that the individual wants solved and |
| mangers and corporate officers believe they | | | | or the desires s/he wants you to deliver. Fast |
| know what their prospects and clients are thinking | | | | maybe one of them, but there may be others. |
| and wanting. On the surface and/or in general | | | | So just in case another competitor can do it fast |
| terms they may be correct sometimes. | | | | also (because they have extra capacity during the |
| However, it's not the vague generalities that win | | | | slowdown), you'd better have some other |
| sales. Besides, when in a selling situation you don't | | | | deliverable that the person wants that you do |
| know if you are working with the rule or the | | | | well. |
| exception. | | | | 2. Not everybody wants you're macro |
| As I'm mingling at a networking meeting an elderly | | | | differentiator even though you think they should. |
| gentleman stops me and offers a hello. He asks | | | | So when you're going after a project and you |
| me who I'm with, so I say, "I help people develop | | | | want premium pricing, you have to find those that |
| business. So what are your major issues as it | | | | have to have you're macro differentiator. Actually |
| relates to business development during this | | | | this will be one of the criteria of you Ideal |
| economic down time?" And he says, "Getting | | | | Customer Profile. You want customers that need |
| more business." | | | | your services delivered right away. |
| Then I ask him, "Do your current clients have | | | | For those that don't, you're going to need other |
| business that you're not getting?" At first he says | | | | differentiators or else you'll have to be the low |
| yes, but then quickly moves to tell me how he's | | | | bidder. So, are there other things you do well? Of |
| getting all the business from one of them. So I | | | | course there are. Start documenting how well you |
| say, "What about getting more from the others?" | | | | do them and what experience you have doing |
| Well, somehow he dodges this question and tells | | | | them. Then when someone says they want |
| me what his company has that others don't. "We | | | | services like you have, but not for a few weeks, |
| can react within a day," he says. "Our competitors | | | | and they want it done accurately with quick |
| need 1-2 weeks." | | | | follow-up if needed, you can tell them how |
| So I tried to say, "What if your other customers | | | | accurate you are and what your follow-up |
| are not in a hurry, then what?" But he didn't | | | | program is, as you back it up with numbers of |
| answer this. He just kept bragging about what he | | | | jobs, testimonials and other proof. |
| felt made his company special. | | | | The moral of this story is that in a recessionary |
| So here are two points to learn from this story. | | | | period seek customers that fall in your sweet |
| 1. You may feel you have a differentiator - fast in | | | | spot, but also open your thinking to other things |
| his case, but be careful. Not everybody wants | | | | you do well. Document those other things and |
| what you think they should want? In his case fast | | | | market those strengths also. You don't have to |
| is a macro differentiator. This can be used in | | | | be the best or the only, just good. And, the best |
| marketing campaigns to attract leads that want | | | | place to start is within your existing client base. |
| work to begin with a few days. However, once | | | | You want 100% of the business from 100% of |
| someone shows interest, you've got to move to | | | | your clients. |
| the micro differentiators. These are the issues | | | | |