It’s difficult for business owners and technical subject matter experts to not love the products and services they sell, particularly professionals and subject matter experts. However, one of the biggest mistakes of business owners and leaders of small and mid size firms make is to focus only on themselves and their products or services in their marketing strategy and in their communications and offers.
Yes, the products and services are the part of your offer, but they are only part of your offer and are not the total offer. Your offer must be based on customers and the wants and needs of the market, not on your own desire.
What you want, and what your current and potential customers want are not the same. Your marketing strategy needs to be based not on what you want, but what your customers do.
3 Questions That All Customers Ask Themselves When Considering a New Product, Service or Vendor
Whether or not they explicitly state it, every customer will ask themselves four key questions:
1. What’s In It For Me? (WIFM) Time and again customer research has shown that customers want to know what’s in it for them. Your product may have an altruistic purpose or social value, but first and foremost there must be something in it for the customer or the buyer. To start with the customer will want to know if this is for them. Your offer must then include the most important benefits that they will get when they buy your products and services. What problems do you solve for them? In what ways do you make life easier or better for the customer? Do you generate benefits or do you help them to reduce the pain? If they find something valuable or useful in your products and services, they will buy them.
2. What is my investment – my money, my time, and my effort? The second question that customers ask themselves is in regard to the investment that they must make to get the WIFM benefits from your products or services. This could be an investment of money, time, or effort, or some combination of the three. The customer needs to know the benefits they will receive in exchange for their investment.
3. Do I like this company? Even if your product or service provides strong benefits for the customer, and they know what their investment is going to be, they still need to answer whether or not they want to buy from you. Another way of saying this is, do they know you, do they like you, and do they trust you? The customer will be asking, “Does this company get me?” When they’re reading your copy, they’re asking questions about whether or not the company gets them. Do they use words that the customer uses? Do they get the customer’s problem? Do they speak the same language? Is the imagery of people they can associate with or they like? Etc.
Think about all three questions. Do some research with your customers and target segments. Find out what’s in it for them, what they perceive their investment to be, and how you can get them to like and trust you. That will give you some of the answers to include in your offer. Rework your messaging and your offer. Afterwards you will:
At Fixyr we believe that "one-size-fits-all" marketing is the enemy, that you need strategy before tactics, and that the best path to success is through a results-focused marketing plan built just for you.
The Prussian General Moltke famously said in 1871, “No plan survives contact with the enemy.”
More recently in 2012, Mike Tyson said, “Everyone has a plan until they get punched in the mouth.” I personally like the Mike Tyson quote better because of the wonderfully painful visual that it envokes.
At Fixyr we truly believe that you must have a marketing strategy and a plan to execute it. It’s important that you know and agree to where you’re going to focus to prevent you from getting distracted.
But we also know that things change. Forecasts can be off. Assumptions can be wrong. More often than not, marketing plans are overly optimistic in the results they expect to generate. When you put together your strategy and your plans for executing that strategy it was based on the market situation and the assumptions you had made at that time, and the current situation or the underlying assumptions may have changed.
Does this mean you should throw out your plans at the first sign of trouble? Absolutely not.
You should be willing to alter your plans, but always stay focused on your strategy. You should only alter your strategy under certain circumstances. At the same time, you should be flexible in your plans for how you achieve your strategy when it’s obvious that something isn’t working or business conditions have changed.
You need a system, a set of rules, that will help you identify when to adapt and adjust. Here’s a framework of three times to consider if you need to adjust:
Competitors are doing something different or something new – We are strong believers in monitoring competitive threats, but be careful about changing plans too quickly to copy or react to competitor activities. What do they know that you don’t? Do you know that what they’re doing is working? Even if it is working for them, do you know that it would it work in your situation or that you should do something different to react?
Underperforming marketing tactics – This is quite common, but is often more of an opportunity than a reason to change plans. Make sure you understand why a marketing tactic is not performing. The underlying reasons could be easy to fix, or they may be larger more systemic issues that won’t be fixed by changing tactics. Begin by trying to understand what’s going on. Do you have the data to understand which stage of the marketing tactic isn’t performing? Are you able to test different offers, different creatives and/or media? Quite often a series of modifications or improvements to your activities will help to improve performance dramatically.
Assumptions have changed – This is the most common situation when considering changing plans. Are the assumptions that you used to develop you original strategy and plan still valid? If not, what has changed, and what should you change about your plans?
New opportunities – Does this new opportunity help me to achieve my strategy better, faster, or cheaper than what I have planned? If so, what would it take to pursue and implement this new opportunity, and – this is the most important part – what will I remove from my plans to make space and free up time and resources to implement or pursue this new opportunity? Have you sufficiently thought through the new opportunity? As a general rule of thumb, wait 3 months. If it’s still a good idea 3 months later, it’s worth changing your plans.
Before dropping or changing plans, make sure you understand why you’re changing, what you would differently, and what you will stop doing as a result.
And always keep an eye towards your strategy. There are many paths to get there, but make sure you don’t go off in the wrong direction.
At Fixyr we believe that “one-size-fits-all” marketing is the enemy, that strategy should always come before tactics, and that the best path to success is through a results-focused marketing plan built just for you.
If you're a B2B (business-to-business) firm, having a strong Centers of Influence (COI or just Influencer, aka Referral) program is a proven long-term strategy to help you succeed.
What we're not talking about here is hiring Instagram celebrities to promote your brand. 1) that's ridiculously expensive, and 2) probably not appropriate for most B2B firms.
What we are referring to is other professionals and trusted advisors that also work with your customers. By tapping into your Center of Influence (COI's, also just Influencers) you can build a strong, supportive network of synergistic businesses that will send each other referrals.
You may be doing this already. Many successful businesses, salespeople, and entrepreneurs do so naturally. If you're not, get started, and if you are, think about formalizing your approach and watch your results accelerate.
Putting together a B2B influencer marketing strategy is a multi-step process. It's similar to creating other customer marketing or lead generation programs, but the objectives are different.
The first step to creating a strategy is to define your goals. What do you want to achieve through your Center of Influence? Some common goals:
MORE INFORMATION: Your Center of Influence strategy can also be a strong contributor to becoming a recognized expert. Read more about it here: 7-Steps to Becoming a Recognized Expert
It's also important to think about how you can provide value back to your influencer. What information can you provide them that will be helpful to them when they are dealing with the customer? Think beyond just generating leads. The more value you can add to the relatioship with the influencer, the more likely they are to see you as a trusted contact that they will want to come back to over and over.
Next, think about who your customers' influencers might be. If you are dealing with business owners and entrepreneurs consider other professionals they deal with.
Use local search listings, LinkedIn, Chambers of Commerce, BNI networking groups, Business Improvement Associations, and other similar sources to find out who your target influencers are.
Within mid-size or larger firms, look for different entry points. Often a Managing Partner or President is not the individual that's dealing with customers. Find the ones that are.
Enter this list into your CRM tool so that you can begin to track and measure results. A CRM is also a good tool to remind you that you need to reach out or follow-up with individuals on your list.
You’ll then want to contact the influencers and connect with them individually, one at a time. It's important that they see you as an equal, and not as someone that is trying to sell something to them. This is very important.
What might this process look like?
Once you've begun to deepen the relatioship and have started to work together, you're not done. Now’s the time to measure and track results. That way you can see what’s working and what’s not with your Center of Influence network and marketing strategy. And, you can make changes for next time. If you get results, if you start to see referrals being sent your way, and if you are successful in generating additional business, be sure to show recognition to your Influencer and be sure to look for ways to reciprocate.
Repeat the above steps with other influencers that you've identified. As you can see, this process will take an investment in time on your part in order to make it work. But it will work, and it will provide you with a strong foundation. Your Center of Influence / COI / Sphere of Influence / Influencer Network / Referral Sources will contribute to building a strong awareness of your firm, and help your business to grow and thrive.
At Fixyr we believe that “one-size-fits-all” marketing is the enemy, that strategy should always come before tactics, and that the best path to success is through a results-focused marketing plan built just for you.
Are you looking for more information on how you can build your Centers of Influence strategy? Here are some helpful resources that we've curated for you:
Sales is different for Professional Services practices than it is for other types of B2B firms. How so?
Nowhere else is it more important or evident that your customer wants to do business with a real person, that is someone they trust.
While the stages of the Marketing Hourglass are still the same – Know=> Like => Trust => Try => Buy – how you approach them will be slightly different for Professional Services than for other types of firms.
Let’s look at how to get started.
As a professional services practice, your approach to business development will be very different. You don’t sell, you educate and assist the business. You don’t “Sell”, you provide solutions to the customers problems.
Before you get started on your business development, you’ll need to make sure that you have the right tools in place. Somethings that you’ll need are:
The first stage of the Marketing Hourglass is Know. This is creating awareness of your firm, and familiarity with your services offered. There are 3 ways you will generate new prospects.
What is your objective in the area of developing relationships with new clients? How many do you want to attract? What industries do they represent? Do you have a sales pipeline?
What is your objective related to how often and with whom you will proactively develop relationships with?
Every professional should be active in his/her industry association (Professional bodies, Financial Planning Association or Bar Associations) as well as at least one industry-based association attracting prospective clients or referral sources. What is your objective in this area?
It can take a considerable amount of time to go from Know through Like and Trust until a business is ready to Buy. Be patient and nurture your leads for future business.
Define an objective related to incorporating market research into your practice before meeting with a new prospective client or referral source.
It’s important to understand that there isn’t a single formula to Nurturing Prospects. Keep in mind that the objective is to move the prospect through the Like and Trust stages. You must ensure that you establish Rapport with the prospect, and that you build Trust until such time as the prospect is ready to take the relationship further. Your nurture process will likely use a combination of the following, staggered over time.
What does trial look like for a professional services firm? The Try stage of the Marketing Hourglass could take the form of:
Depending on the type of customer you are dealing with, when they are ready to move to the Buy stage of the Marketing Hourglass it could be as simple as you submitting an Engagement Letter to the customer that outlines the scope of work, your committments, pricing proposal, and business terms.
If you are responding to an RFP (Request For Proposal) be prepared. RFP’s can be very time consuming, and if managed properly, may lead to lower close rates. What objective do you have in the area of increasing your ability to efficiently respond to requests for information about your services?
Business development can easily go off the rails. You need to implement a system to keep it on track.
If you implement a business development program for your professional services firm, you can expect to generate more leads, nurture more leads through the Marketing Hourglass, and ultimately convert more leads to customers.
You've completed your strategy and planning. While strategy is critical to success, strategy without execution is just theory. Now it's time to execute and optimize to drive your marketing results to the next level. This is where "the rubber hits the road".
You should map out a year’s worth of projects, campaigns and processes and break each month into a theme, and each project into weekly action steps. Each action should be assigned to a single person to be responsible for completing.
On a monthly basis make sure that you remain on track. On a quarterly basis, review your progress and revisit what's working and what isn't. Determine if you need to make any course adjustments.
Track performance of key marketing metrics, including:
Once your system is in place, make your processes repeatable. Standardizing these processes and turning them into templates will help your team execute effectively and efficiently every time, no matter who’s driving the work. Save time, reduce effort, and reduce mistakes or rework by ensuring that the right steps and checks are performed in the right order.
Optimization is the difference between a marketing program that is effective, and one that is outstanding. To truly drive performance track results from you marketing activities through each step of your campaigns. Starting at the weakest performing point, begin to test and monitor different creatives and different approaches. Monitor results, and stop weak performers, and continually optimize the winners. Repeat this process regularly.
It can be very easy to let your plans to execute and optimize fall to the side. You have a critcal client deliverable that requires all hands on deck, a flu epidemic leaves half your staff bedridden or something else comes along and you just don't get to the marketing. This is where you need to ensure that you've built the discipline within your firm to execute, to monitor results, to adjust plans and optimize. Turn execution into a habit, and make it a continous part of your business operations.
TIP: Implementing an ongoing system for marketing execution can be time and resource consuming. We provide everything from coaching to guide you through the process and make sure you stay on track to fully managed marketing execution programs where we take care of all of the elements of implementation for you. Get started on the path to success
You’ve heard it before. It’s cheaper to keep your current customers than it is to find new customers. It’s true for many businesses, especially in the services business where the cost to generate a lead and nurture a relationship always seem to be increasing in cost.
Marketing to your current customers, or to customers after the sale is the bottom half of the Marketing Hourglass. Turn those customers into Repeat buyers, and to sources of Postive Reviews and Referrals for your business.
If you've never considered marketing to current customers after the sale, now is a good time to build a cohesive strategy for customer retention.
Let's look at how to get started.
The activities a business uses to increase the number of repeat customers and to increase the profitability of each existing customer.
Customer retention strategies enable you to both provide and benefit from more value from your existing customer base. You want to ensure the customers you worked so hard to acquire stay with you and continue to get value from your products and services, and the relationship with your firm.
In general, the higher the value of each sale or the frequency of purchase, the more the effort you should spend on customer retention marketing. Ideally, you are able to increase both.
Customer Value = Average Sale x Purchase Frequency
Once you compare your CPA (Cost Per Acquisition) for new customers with the value of your current customers, it should become apparent how much you should be investing in your customers to retain them.
Why you should care about existing customers.
Now that we've confirmed the value of retaining your customers, what strategies and tactics can you employ to do so?
This goes without saying, but an unsatisfied customer is unlikely to purchase from you again.
Schedule regular touch points with the customer in your CRM or marketing database. Use a variety of mediums from telephone calls, in person visits (if appropriate), emails, and traditional mailings. Depending on the value of the customer, invest in hosting opportunities, or send them company-branded promotional items.
Probe your customers needs and find ways to expose them to your other products and services. A long-term customer should be aware of the range of products and services you provide. Depending on your business, consider bundling products and services together (that make sense for the customer).
Add the customer to an email or newsletter distribution so that they regularly see your firms name, and information about your industry and services. Follow the customers' businesses on social media, and encourage them to do so with you in return.
This can vary from industry to industry, but a significant way to deepen the relationship with the customer is to provide value added beyond the products and services you sell. This could be related to your recognized expertise, or information from your industry or suppliers.
When it comes time for renewal, there should be no effort for the customer to do so. You've already confirmed with them the value of your services and the relationship you have with them, and so there is no effort for the customer to consider whether or not they should renew with you, or even to consider a competitor.
Ask the customer for permission to feature their business in a case study. Most customers will feel flattered by the gesture, and very few will mind the additional exposure for their business.
A satisfied customer is much more likely to send you referals. Look for ways to make it easy for them to do so. Come straight out and ask them, or give them loyalty or repeat purchase discounts if they do so.
TIP: Your customer referrals can also be a strong contributor to your strategy to become a recognized expert. Read more about it here: 7-Steps to Becoming a Recognized Expert
Even if you implement just a few of these strategies properly, you can expect to deepen relationships with your customers, increase their retention rates, and ultimately make them more profitable for your business.
"The overall purpose of strategic marketing planning, and its principal focus is the creation of sustainable competitive advantage."
- Malcolm McDonald
Your marketing strategy is not meant to be a one-time exercise that you complete, and then leave to sit on a shelf collecting dust. If that's what happens then you've just wasted a considerable amount of time and effort. The purpose of having a one is to guide your business over multiple years. It's meant to provide guidance for products and services, pricing, your annual marketing plans, and your tactical marketing campaigns and activities.
Your marketing strategy is your long term game plan. It's who you're going to focus on, how you're going to win business, and how you're going to attract customers. It's going to guide how you create your marketing plans.
A comprehensive marketing strategy will include your value proposition - your competitive advantage in the market. It will include who your target audience is, and the key elements of your brand. Your marketing strategy is a constant from where you create your marketing plans. Now and in the future.
Marketing strategy => marketing plan => campaign plans => execution => win!
Your long-term marketing strategy will develop a sustainable competitive advantage. Your marketing strategy is the foundation of all your future marketing plans.
What it does:
How it helps:
To build an effective strategy that’ll support future marketing plans, you need discipline, time, and focus.
The process may sound complicated, but it's not as difficult as you may think. Many businesses skip this vital step because they are either intimidated by the perceived effort, or they are unsure of what to do and how to do it.
If the above sounds complicated, we can guide your business through a methodical, step-by-step process that will put you on the path to success. FIXYR - Marketing Strategy Review