Let customers read about your authentic side

Adam Smith, the father of modern economics and author of The Wealth of Nations (1776), identified writing as one of the three most important inventions of mankind – the other two being money and economic tables.

More than two centuries later, the Internet has powered the written word to levels unimagined only a generation ago, let alone during Smith’s era. Indeed, it is the driving force behind a handy new-media maxim, “Content is King.”

Today we’re consumers of many kinds of online content, including streaming audio and video. But even in the face of such multi-media majesty as iTunes and YouTube, most of the kingly content is still in the graphic form so highly regarded by Smith.

Untitled-1So what does all of this mean for small business owners? It’s simple: In an era when content is king, if you want to connect with customers competitively and stay connected, you have to produce more written words than ever before. But not just any words – authentic words.

Since 1999 – long before blogs and social media – two of the things I’ve encouraged small business owners to do is: 1) develop better writing skills and 2) publish more of their own words online that communicate to and connect with customers.

In the 2nd decade of the 21st century, prospects and customers want to read about the stuff you sell before they meet you. But they want more than marketing messaging; they want authentic, straight-from-the-horse’s-mouth information that delivers three things that are increasingly a big deal to customers: the voice, vision and values of the human beings behind the stuff, as unartful and unscripted as they may be.

So don’t worry if you’re not a professional wordsmith. When you need fancy words for strategic marketing messaging, online or otherwise, hire a pro. But you must become comfortable with conveying your vision and values online, in your own words – the voice – about a variety of issues from explaining how to use a product you sell to a local cause you care about to your philosophy on serving customers. And it’s just fine if some of these authentic words come from employees.

In The Age of the Customer®, now armed with as much information as the businesses they patronize, customers expect to be treated more like insiders. The good news is that no one makes this connection as effectively and authentically as a small business.

Let customers read about the authentic side of you and your business.

What’s love got to do with your small business?

People start businesses because of love.

We love to make and/or sell things: shoe laces, tires, socks, cars, soap, computers, bread, air conditioners, etc. You love your business; I love my business. Starting and running a business is a love story.

Yes, I know. Our businesses are not always lovable. Indeed, a business is like a teenager: You may not always like it, but you always love it. Which is a good thing because if you didn’t love your business you wouldn’t come back the day after it gave you the worst day of your life.

business-loveAs Tina Turner asked in her song, what’s love got to do with it? Love is an important component of being in business, but it can also be a problem. Is it possible to love your business too much? As business owners, we know how to fall in love with our businesses, but we usually don’t know how and when to fall out of love with it. Here’s a great American love story that went wrong:

In the early 20th century, the railroad industry thought they were in the railroad business instead of the transportation business. When freight trucks and better roads came along, many railroad companies failed because they loved what they did more than how they did it.

Here are two happy love stories:

In 1993, the octogenarian IBM business model was in trouble. Top leadership saved the company by realizing they weren’t in the computer business, but rather the information management. So they shifted from being hardware/software centric to adding services. IBM understood that they should only be in love with delivering digital information solutions.

Founded in 1916 in Seattle, Boeing had deep roots. But in 2001, the leadership realized their future was in aerospace, not just airlines, and moved the headquarters to Chicago. They loved what they did, not where they did it.

Both IBM and Boeing saved themselves by following:

Blasingame’s Law of Business Love
It’s okay to fall in love with what you do, but it’s not okay to fall in love with how you do it.

What do you love about your business? I’m serious; make a list. Then go back over the list and identify anything might be holding you back. You probably can’t do this by yourself, so engage your team.

As you go through this process, listen for and beware of responses that sound like: “Well, that’s how we’ve always done it.” Statements like that make a great epitaph on the tombstone of a dead business.

Love your business, but don’t love how you do business.

“Follow me home” – a gift from customers

First, let’s establish two maxims: one classic, one new.

Classic: The cardinal rule of customer acquisition – it’s not your customer’s job to keep your business top-of-mind, it’s yours.

New: Your website is becoming less of a destination and more of a distribution center – develop a strategy that doesn’t depend upon prospects and customers smartphones-5-650x0returning to your homepage.

Every business owner knows it’s easier to keep a customer than find a new one. But with all of the online options and commercial clutter, keeping their attention is getting harder.

The good news is for every example of how technology makes business more complicated, there is a corresponding tool or application that increases efficiency and productivity.

The best example for how to stay on the radar screen of people who already know you – users, prospects and customers – is to practice what I call the “Follow me home” strategy.

Once someone determines they like your business, they’re increasingly willing to give permission for you to “Follow me home” with digital information and content, by email (newsletters), texting (updates), social media (useful content), etc.

“Follow me home” supports three critical elements in 21st century customer relationships.

Emotional: At the heart of “Follow me home” is trust that a business won’t abuse this privilege. This is a gift – value, protect and perform on this.

Practical: “Follow me home” conveys that you understand people have other options, are very busy and want help staying connected.

Technical: Elements on your website that make “Follow me home” easy (“Subscribe to our free newsletter”, “Follow us on Twitter, etc.), score the online hat trick: values, thought-leadership and technical capability.

“Follow me home” is good for your business in four ways:

  1. You’ve been invited to connect with regular, useful content and appropriate marketing messages.
  2. Since it’s a natural law that a prospect has to see several impressions before converting to a customer, “Follow me home” becomes an effective and efficient conversion practice.
  3. “Follow me home” is one of the best ways a user pre-qualifies themselves as a prospect.
  4. New technologies make delivering on “Follow me home” easier than ever.

Make it easy for users, prospects and customers to give you permission to “Follow me home.”

“Follow me home” is a buying signal waiting to happen. Are you listening?

The new class of small business influencers

In The Age of the Seller, three groups mattered to a business for sales growth: suspects, prospects and customers. Let’s talk about these in order of appearance.

A suspect is anybody and everybody; think of the names in the local phone book. Initially, a business has no relationship with a suspect until contact is made in some way. Then, if the qualifying criteria turns them into a prospect, the relationship develops further until they’re converted into a customer, or not. For 10,000 years, of these three, only prospects and customers were influencers of a business.

In the Age of the Customer, which was born of the Internet, businesses have to learn how to operate where influencers are not only evaluating their traditional activity, but their online presence as well. And in the new Age, there are now three influencers: the original two, plus a new one.

OLYMPUS DIGITAL CAMERAThe new influencer is users, and their impact is only online.

Like suspects in the original Age, users are people you probably have not yet developed a business relationship with. Unlike suspects, users become influencers of your business in at least five ways, but only if you have an Internet presence:

  1. Users find you online and appraise your offerings, information, and behavior before you know they exist.
  2. Users can influence others by posting their appraisal – good or not so much – on any of the commenting (Yelp) or social media platforms (Facebook). And even if the appraisal is not good, you still get the next three.
  3. The very act of users finding you, especially if they leave a commenting trail, reveals themselves to you.
  4. Some form of contact information (email, handle, cookie, etc.) is left behind.
  5. You can assume that the user has at least a tacit interest in what you do and sell.

Users are suspects on steroids. I have identified them as a new class of prospect, because as they wield their influence, they actually self-qualify themselves without any direct cost or involvement by you. How much could that impact your prospect development plan?

If you’re still unimpressed with the potential of this new group of influencers to your business, remember this: The drivers of value for the big social media platforms are not customers, but hundreds of millions of users. And every small business has the ability to convert a user into a paying customer in a way that makes Facebook, Twitter and LinkedIn green with envy.

Develop a strategy to turn users into your new class of prospects.

The original social media is face-to-face

Ever since Samuel Morse invented the telegraph in 1844, new communication technologies have sought relevance in an increasingly noisy universe.

Today there is actual management pain from an embarrassment of riches of communication options. This discomfort is especially keen when connecting with customers electronically: Should you email or send a text message? How about IM? And when should you use one of the social media options?

comBut from telegraph to telephones to Twitter, there has been one constant that has retained its relevance and impact: in person connection. As I’ve said before, face-to-face contact is the original social media.

For small businesses, social media adoption has always needed to be tempered by ROI reality. And as useful as each new communication resource proves to be, they are after all, merely tools to leverage our physical efforts, not eliminate the basic human need for interacting in person. Consider this story:

A sales manager (whose gray hair was not premature) noticed the sales volume of one of his rookies was below budget for the third consecutive month. Of course, he had questioned the numbers previously but had allowed his better judgment to be swayed by plausible explanations. Now there was a downward trend.

Upon more pointed probing, the manager discovered the reason for loss of production: too much electronic contact and not enough face-to-face. The rookie was relying too heavily on virtual tools and missing opportunities to meet with customers in person.

It turns out lack of training and rubber-meets-the-road experience left the rookie uncomfortable and unprepared to ask for and conduct face-to-face meetings, like proposal presentations. Consequently, he wasn’t benefiting from how the success rate of growing customer relationships can increase when certain critical steps are conducted in person. This manager immediately developed a training program that established standards for how and when to integrate all customer connection tools, including the face-to-face imperative.

If your sales could use some help trending upward, perhaps your salespeople need training to get in front of prospects and customers, particularly at the critical step of gaining an initial meeting. Like the manager above, you may need to establish specific and measurable standards for when face-to-face meetings should take place.

There is one connection option that has borne witness to all of the others and continues to be as powerful as ever: face-to-face.

Prepare for the Moment of Relevance

If the Age of the Customer is a sword of change, the Moment of Relevance
is the tip of that cold steel, indifferent to the very existence, let alone success,
of any Seller. In a universe where you’re one of potentially thousands of brands
trying to get noticed, every Prospect is asking these two rude questions:

Age of the CustomerAge of the Customer

If you want to have the maximum opportunity for your brand to be successful in the Age of the
Customer, I recommend doing the following:

• Whatever you do to go to market in the pursuit of your business model,
know that every person you hope to influence to buy from you is asking
these two questions, consciously or subconsciously, right now.

• On a prominent wall of your office, post an image that represents a
Customer, as you see on the previous page, with those two questions
as captions in balloons.

• Make sure every employee believes that their professional success
depends upon their efforts to address these questions.

• Re-enforce and re-execute the above, plus your own steps every day.
In the Age of the Seller, your brand could take a holiday. In the Age of the
Customer, it doesn’t have that luxury; you’re under the relevance microscope
24/7/365, on Main Street and Cyber Street.

The greatest danger to any brand in the new Age is not being uncompetitive,
but rather, being irrelevant.

Expert Gail F. Goodman shares insights from Age of the Customer

GailGoodman-PhotoIn his new book, The Age of the Customer, Jim Blasingame reveals why all managers must re-examine their business through the new and evolving expectations of customers. And this is now happening often before you even know the customer exists, at what Jim calls “the Moment of Relevance.” Let Jim help you bring your business into the Age of the Customer.

Gail F. Goodman, CEO, Constant Contact, author of Engagement Marketing: How Small Business Wins in a Socially Connected World

The Rules of Selling Have Changed

During the Age of the Seller, getting an initial meeting was the easy step,
while closing the sale was more involved and required the most skill. But Age
of the Customer influences have shifted the way buyers prepare themselves
to purchase products or services, from needing assistance from a salesperson,
to being able to pre-qualify themselves by themselves. Buyers are avoiding
prospecting calls from all but the short list of vendors they have identified as
worthy in their information gathering process.

Age of the Seller

Armed with Age of the Customer resources, buyers now have access to most of the information they require to make a pre-qualifying decision. This unassisted information acquisition results in disruptions to the selling process and the cold-call looks a lot different today.

Age of the Customer

Expert Jay Mincks talks about The Age of the Customer

Mincks

As Jim Blasingame proves in his new book, the Age of the Customer has changed the rules of selling. Since nothing happens until someone makes a sale, understanding these new rules is essential to success, and no one delivers that understanding better than Jim. In fact, chapter 16 alone is worth the price of this book.

Jay Mincks, Executive Vice President, Sales and Marketing, Insperity

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