What would they do to put you out of business?

When I asked “What would they do to put you out of business?“, you probably wondered who “they” are. “They” might be someone whose expertise in another market tells them yours is ripe for the taking. “They” might be a competitor you already have, or someone new to the market who doesn’t know any better. Remember when you didn’t know any better? You’re still here.

Who they are really doesn’t matter. What they do & why… that’s what matters. How would they price, market, sell, deliver, service, & communicate?


You might expect that they’d come in with lower pricing. While it depends a good deal on your market, I wouldn’t be surprised to find them going higher and establishing a market segment above yours, leaving you with what remains.

The bitterness of poor quality remains long after the sweetness of low price is forgotten.” – Ben Franklin

Companies with plenty of margin can afford to spend more on marketing, delivery and service. If you were starting over today, would you price the same way, or differently? Why? Why not?


Ultimately, marketing is about exchanging cash for a (hopefully predictable  and consistent) number of leads who turn into customers. If your marketing efforts spend $27.50 to get a lead, would you rather your leads turn into customers who spend $2750 or $27500 over their lifetime as your customer?

Thinking back to what you do now, can you make that choice? Can a new entrant to your market? (and if so, again… can you make that choice?)

Looking at it a different way…. If your new competitor can afford to pay two or three or ten times what you can afford for leads, who will likely end up with more leads and more ability to choose select the best leads?

If you were starting over, how would you market differently? Would you choose a different customer to focus on?


Thinking about how you and your market peers sell now, how would an upstart in your market do it differently… and better? What steps would they add, subtract, or embellish? Would they listen more and talk less? Would they speak of the needs, wants, concerns and worries of their prospects? Would they parrot features and speak in bullet points, while lamenting about the need to meet their quota?

If you were starting over, would you sell differently? How so? If not, why not?


Do you deliver and/or deploy for your customers today? What would a noob to your market do? Would they prepare differently? Tool up differently? Deploy differently? Train the customer’s team differently, more, or less? Would they follow up more or differently than they do now after delivery and deployment is complete? What would someone do differently than you if they come from a high attention to details market?

If you were starting over, how would delivery and deployment look?


Almost everyone brags about their service. It’s rarely as good, unique or unusual as they think. People talk about under-commit and over-deliver, but finding it in the wild is rare. Your service rarely feels like you’d want it to feel if you were in that client’s situation.

If you were starting over, how would your client’s service experience look and feel?


Through every step of sales, marketing, delivery and service, there are opportunities to set expectations and over-communicate. There are opportunities every day to take away the doubt, lack of clarity, wonder about what’s going to happen next. There are opportunities to pick up the phone instead of sending an email, or to drop by instead of picking up the phone.

If you were starting over, how would you communicate?

What would “they” do?

They’d do what you refuse to do. What you’re afraid to do or haven’t thought of. They’ll do what you don’t feel like doing or don’t think is necessary. They’d do what turns customers into clients who wouldn’t dream of going anywhere else.

More than likely, you know what these things are. Knowing isn’t enough. Answers are easy to come by. Execution of it is another thing entirely.

Will you wait until the new kid on the block forces you to mimic their behavior, or will your behavior set the bar so high that no one will dare enter your market? All those things you’d do if you were starting over can be started when you decide to do them.

The choice is yours.

Photo by MDGovpics

Repercussions for the things we won’t do

If you register a new website address these days, you’ll receive plenty of unsolicited email & cold calls from people dying to create your website. While I appreciate the hustle, these messages & calls are the same for everyone (register two domains if you need proof). Is lazy hustle possible? If so, this is it.

What’s missing is a lack of effort to find the information that could get you the business. These are the things they either don’t know how to do, or won’t do. Standing on a street corner screaming “I’d like to build your website” is nothing but noise and is ineffective at best. Face-to-face, email, LinkedIn, & phone calls all exhibit this problem when lazy seeps in.

Objections. Always objections

Many of these emails come from firms in countries with an economy that allows them to offer aggressive pricing that’s far less than local firms charge. When their email arrives, your initial objection might be “I don’t want to work with firms from (wherever)“. Your objection might be tempered when see the super-cheap price.

Most out-of-town firms have the expertise to do the work at that tempting price but their emails/calls (even the US-based ones) never address the real problem: How many people have outsourced a project as important as a website to a firm from out of town, much less from another country? Few.

Most small business owners haven’t experienced the joy of managing an outsourced project of *any* kind, much less a website project. We’re not talking about buying parts from a vendor a few states away. We’re talking about custom work that takes weeks/months.

Now you’ve gone from “I don’t want to work with someone from (wherever)” to “I’m not sure how to manage a website development project with so-and-so down the street even though she’ll visit my office. How much harder this will be with someone two states away, much less with someone in another country?

Set the right context

Whether you’re in Pune or Columbia Falls, you have the same problem: Getting over the prospect’s natural desire to avoid working with someone from out of town.

Their out-of-town vendor fears are the same ones they’ll have with someone in town, with some extra concerns sprinkled on top.

For in-town folks wondering why I’m discussing how to make it easier for your out-of-town competition, bear in mind that YOU are the out-of-town competition for every vendor who doesn’t live where you do. In some places, you’re the company from out of town despite being only six miles away.

Of all the “Hey, we can do your website” emails I received in the last year, NOT ONE positioned the conversation in a way other than “we do this, we’re cheap, etc”.

Improving your chances

Someone in Pune might send 30,000 emails daily. They can afford to play a numbers game. You might be reaching out to anyone who registers a domain in your five county corner of the state, or those who leased business space in your county. You can’t afford to waste leads.

In addition to changing the context of how you start the conversation, give yourself a second chance. Remember that the moment someone registers a domain, leases business property, or does what makes you aware of their possible need is not necessarily the moment they need you.

Rather than contacting them to suggest that you are alive, available & cheap, try a different approach. Reach out, make it clear you’re aware of their possible need & offer a legitimate resource to help them in the early going.

Follow up 30 days later, but not simply to repeat that you’re cheap & available. You might even have three buttons in your email: “Check back in 30 days, not ready yet”, “Doing it ourselves”, “Already have a vendor”.

Clicks on those buttons provide info so you can respond intelligently. Maybe in 30 days you ask the “not ready” folks “Figured out a timeline yet?”. For those indicating “DIY” or “have a vendor”, you might wait 60-90 days to ask “Is your project going as planned?

I’m OK with repercussions, lazy, etc.

Send out half of the emails exactly as you do now. Send the others with a context change. See which works best.

Do more of what works.

What about the prospect list that isn’t a list?

Last time, we talked about your prospect list (or lack thereof). What about the prospects that aren’t on a list: the folks who have decided to get their info about you via one or more social media platforms. You may feel that the list discussion doesn’t apply to you because your prospects get their product info without signing up for anything. They follow you on Twitter, Instagram and/or Snapchat, they’ve liked your business page on Facebook, or connected on LinkedIn. In most of those cases, you don’t have their contact info other than perhaps the ability to direct message them (don’t, except to reply to their questions).

Like your prospect list members, social media oriented prospects also fit the profile of “a friend who needs the information and advice they’d ask of the friend and expert (you) prior to making a decision about a possible purchase”.

Tracking is different

On a list, you can monitor responses and segment the list into sub-lists so that the people who are clearly showing more interest will be the ones who get the next piece of info you’d typically provide. On social media, there are tools that can make that easier, but you will often find yourself having multiple public-facing conversations at once. There’s nothing wrong with that, but you need to be prepared for it. Without being a robot, you need to have “canned” responses to the most frequently asked questions and comments about the products and services you sell. You’ll want to post this sequence of thoughts, advice and questions via your social channels.

You might be thinking that you don’t have a list of questions like that, but I suspect you do. It’s in your head, perhaps taken for granted because your responses are so ingrained in your mind that you can answer them as easy as you can turn a doorknob. It’s like muscle memory. We all have those questions that we can answer well, even if someone wakes us up at two am. I suggest transcribing those responses from your head onto paper or perhaps better, into a centrally available document that your team can use even if you and your expertise have gone fishing for the day.

As an example, what are the common sales objections that you have to address? Those things go on the list. Objections aren’t always reasons why people don’t want your stuff, they’re more likely to be an entry point into a discussion that addresses why your product or service fits their needs better than the other options they’re looking at – or why yours don’t.

On a social channel, you’ll attract prospects and buyers. Encourage the formative signs of a helpful community. Be the cheerleader, recruiter and mentor. Your presence when the community is small will be critical to its growth.

Think about the buying process

In order to prepare a series of postcards or emails for your list (or a series of social posts), you need to think deeply about the evaluation and purchase process. If you were to write a guide to buying whatever you sell, and that guide was the only resource you could provide to someone looking to buy – what would it say? What would it talk about first? What process of evaluation and selection would it take the prospective buyer through? What questions would it ask to help them choose the standard item in the warehouse vs. the special order or custom-built item? What installation and delivery questions should someone ask? How do your processes for delivery, installation and service after the sale vary? How do they compare to the “industry norm”?

What happens after the sale?

After the sale, the buyer still has questions. The questions change to care and feeding, update, maintenance, cleaning, re-use, deployment, training, replacement, refills, etc. These same questions are ideal topics for both your prospect list and your social channels. Many times, they’ll help a prospect learn of an important facet of the purchase and ownership process that they hadn’t considered. This is an ideal use for video, even though all of the stages from prospect to seasoned user benefit from help that’s best suited to a specific media type. Video is great for how-to info, for example.

Whether the message gets to your prospects and clients via old school media, new school media, or both – the important thing is that it matters to them.

Photo by p_a_h

Being ready for a new customer

In a sport, when a player isn’t ready when the play starts, bad things tend to happen. In some sports, a penalty. In others, the opposing team gains an advantage, sometimes big, sometimes a few points. In business, being ready when “the play starts” means you might get the business. Not being ready may mean you don’t get the sale. Sometimes this means a lot, sometimes a little. Worse yet, not being ready may mean you don’t get the customer. Not getting the customer is a critical failure. Few of us have a business where we can afford to miss out on customers. Some of us have businesses where if we miss out on that chance, we may never get another chance to sell that customer.

Being ready times lifetime customer value

Never having a chance to sell to the customer you missed can be costly. Any car dealer worth their salt can tell you how often (on average) they see a repeat customer. Do the math, and you’ll know how many cars they can sell that person’s family over a lifetime – assuming they don’t mess up the relationship. Factor in the relationship habit that often creates in children, referrals to friends and referrals to other family members and before long, you can see that the value of establishing that first relationship can be sizable. The same can be said for real estate, legal and financial assistance, among others. A relationship created by being ready when a new customer steps into your world as a real estate agent, attorney, lawyer or similar can result in a lifetime of steady, lucrative business, despite having the possibility of having years pass between transactions. Again, the family and friends referrals can mount up in value.. if you’re ready.

However, this type of substantial lifetime customer value creation isn’t limited to big ticket businesses. Retail, restaurants and many other businesses benefit from long-term relationships created by that first transaction or event… if you’re ready.

What does not being ready look like?

Not being ready comes in many shapes, colors & sizes. Are your people trained for the job you sent them to perform? Do they have the tools they need? Do they have the training to do that work? Do they have the materials needed? This includes brochures, business cards, safety gear, proper clothing, etc. These may seem like obvious questions, until if you ask your customers whether or not the people they work with seem prepared. I suspect you will find that they encounter ill-prepared staffers more often than you would like. Ask them if they encounter unprepared people at other businesses – without naming the business. This eliminates their desire to avoid embarrassing someone on your team, but provides examples you can use to check on your own team’s state of readiness.

Training your team is part of being ready

Making sure your team is trained is critical to making sure they’re ready for the opportunities they encounter. One of the areas I often see untrained team members is in front line positions that senior team members don’t want to staff. A good example is a real estate open house on a weekend. The listing agent can’t be in more than one place at a time when they have multiple houses open simultaneously, so the team members they book to staff the other homes is critical. If you’re the listing agent sending untrained or barely-trained people “into harm’s way”, consider the possible cost. If you send an ill-prepared team member to staff an open house, their lack of preparedness and/or tendency to act more like a house sitter and less like you can be costly. Will they collect leads? Will they follow visitors around the house like a new puppy? Will they have the home info learned well enough to answer questions without having to read the spec sheet for visitors? Make sure they have a process to follow.

A similar situation arises when a restaurant’s wait staff comes to the table not having tasted the food, wine, and other things their restaurant serves. While this might seem surprising, it happens frequently. Part of training your team is tasting the things you want them to sell. Recommendations from your staff matter.

Think about your encounters over the last week. Were they ready to serve you? How did their level of preparation make you feel about that business?

Photo by Leo Hidalgo (@yompyz)

Bounce rate too high? Set the stage

What are you doing to keep your website’s bounce rate down? Bounce rate is the percentage of visitors that visit your site and leave without looking at another page, or taking any action (opt-ins, etc). A high bounce rate would be a bad thing in most cases. There are sites where higher than normal bounce rates aren’t unusual, but for most business-oriented sites that have sales, service and related functionality – it isn’t usually a good thing. A business site may have some pages that have a higher bounce rate than the rest of the site, but those tend to have specific purposes and are self-contained (ie: everything the customer/prospect needs is on that page – like a phone number or the answer to a specific question).

High bounce rates can be caused by pages that are: boring, objectionable, uninformative, unclear, misleading, or didn’t match the expectation (reason) that the view believes that the page exists. For a home page, a high bounce rate might tell you that the page doesn’t do a good job of communicating what the company does and why you should be there. Think about the reasons why you leave a site after visiting only one page. You didn’t find what you wanted. The site isn’t what you thought it was. The site is too technical or is filled with jargon. The site isn’t technical enough and targets people far less experienced in the subject than you.

Some of those reasons are legitimate, depending on the person coming to the site and their expectation. It’s the reason audience-specific landing pages exist – the home page can’t be everything to everyone. Even so, your site (like a retail store) needs to set the stage.

Set the stage

When you walk into most retail stores, someone either says Hello (or welcome). In many cases, the store’s next action is for a staff member to ask if they can help you. Sometimes the ask is inquisitive, sometimes it’s asked in a tone that clearly hopes you say no, sometimes it’s perky. No matter how the question is asked, the most common answer is “Just looking”, of course. The possible translations of “just looking” include: “I got this”, “Leave me alone”, “I don’t need help, thanks”, and others. Sometimes, “just looking” is OK. Sometimes, they’re showrooming – but they’re in your store, so reducing their bounce is what you do next.

In far too many cases, “Can I help you?” is a conversation that tends to feel like this: “How was school today?” “Fine.”

Many stores handle in-store visitors in a more effective way. Some explain how the store works, particularly if it has an unusual process or there’s something non-obvious about it. A good example: “If you see an item you like, and you want it in a different color – please let us know. We have every color of every item in stock and ready to take home.” Is there a similar comment your website could make to set the stage for the visitor to accomplish what they came for? Take that same “we have every color…” angle and look at your website.

Compare it to face time

I looked at a computer bag / luggage site recently. Their site made it clear which laptops fit which bags. It showed how to measure the dimensions of your laptop (vs. trusting “15 inch laptop”) so that you’d be sure your gear fit. My guess is that poor fit is a common reason why people return computer bags. Their site makes sure I buy the right thing and don’t bounce due to uncertain fit. What makes your visitors bounce?

What would you say if a web site prospect was sitting with you at a local coffee shop or cafe? If they walk in and sit down with you, how would speak for your website in a way that encouraged them to look further, or help them find the answer they’re looking for? What would they say as they were seated?

What’s the first thing you would say to them to help them feel comfortable, welcome and knowledgeable about what your site is all about? What would you say to enable them to take the next logical step, assuming they are the type of person (or business) that you want to visit your site? Is that what your site says now?

Photo by jacopast

My business is too small!

It may seem that the strategies and tactics we talk about here that are intended to improve your business might relate solely to bigger businesses. A company with lots of staff, a big office and plenty of cash can make these things happen easily, right? And these things apply only to those bigger companies, at least, that’s what you might be thinking. Thing is, that really isn’t true. If your first thought tends to be “my business is too small to do that“, give yourself a chance. Step back a bit and look deeper at what we’re trying to accomplish and let the complexity fade to the background. The key is to pan for gold: find the fundamental outcome that these discussions are about.

A small company will almost never implement things the same way a bigger one would. That doesn’t mean that the small company shouldn’t implement them. Both have the same fundamental needs, like more sales, better leads, faster delivery (or something), and so on.

For example, the discussion might be something that seems complex, like a marketing calendar or lead curation. Both of those things may seem like overkill for a small company – but neither of them are. If we drill down into what they’re trying to accomplish, I think that will become evident.

Let’s talk about what lead curation really is. Why? It’s a great example of one of these “bigger business” things can be implemented by a small, or even one person business… Even if you think “my business is too small”.

What is lead curation?

Leads come into your reach in different stages. They might be ready to buy. The late Chet Holmes said his experience showed that three percent of your market is always ready to buy. The other 97% might be researching, recently decided to investigate, may have determined that their existing solution isn’t doing what they need, and so on. Out of 100 or 100,000 leads, you will find natural groupings like this.

If someone is ready to buy, your sales team (even if the entire team is you) needs to know they’re ready so that someone can start a “ready to buy” conversation with that lead. If someone from your team (or you) have an early-in-the-process kind of conversation with them, you may lose them.

A lead who has recently started researching solutions like yours will likely be put off by a sales person who opens a “ready to buy” conversation. Someone else (or you, if there is no someone else) needs to have the kind of conversation with that lead that will help fulfill their research needs as it relates to your product. This might be the time to provide them with a comparison form (ie: buyer’s guide) that helps them make a purchase decision.

For each stage a lead is in, the conversation that the lead needs to have with your sales team (or you) is a conversation that helps them come to the conclusion that it’s time to move to the next stage. Bear in mind, they don’t necessarily think in these stages, but that doesn’t mean they don’t exist.

That is but one example of “something your business should do”. It’s a good example of something that a bigger company might have software or some sort of system to manage.

You may not have or need those things, but that doesn’t mean the process isn’t important to your success and growth.

“My business is too small for lead curation”

Based on this description of lead curation, it’s not a size thing. It’s all about having the right conversations with people based on where they are in the process of deciding to buy. The smallest company needs to do this – and in fact, the smallest companies are both awesome and horrible at this. You’ll either see them having the same conversation with every lead (horrible), or they will cater very specifically to each lead (awesome).

For a small business, figuring out how to perform lead curation and keep track of what has been done to move your leads through each stage of buying is still important. It isn’t important how the smallest of small businesses does this. It isn’t important how the bigger business does this. It isn’t important that the bigs and the smalls use the same tools or techniques.

What’s important is that it gets done.

Understand anything and everything

On this Armistice Day, I’m reminded of the wisdom of the Vets who influenced my life. Typically, this means lessons learned from my dad and father-in-law, who both served as B-52 mechanics (Presque Isle, Carswell, etc). Seems that the harder the lesson was to understand and learn, the more value it holds.

Watching the election returns come in reminded me of an old joke that a successful landing is any landing you can walk away from. When the context of survivors is “political parties who do things the way they’ve always done them”, it’s too early to tell if anyone survived Tuesday’s landing.

For those who didn’t come here for politics, have no fear, we’ll circle back to a place very much in context with you and your clientele.

I have often noted that anything you do is everything you do, and Tuesday was a world-class illustration.

Hearing what you want to hear

After the Presidential votes are counted, everyone’s a pundit. We know what happened through the view seen from our own window on the world. Some saw it as a shocker. Some as a GOP mandate. Some as a long overdue rejection of the political establishment. You can count me in the third group.

It’s like the “crazy” family member at Thanksgiving dinner. If you don’t know who it is, it’s probably you.

Collectively, the RNC couldn’t believe they had to run with Trump until they had no choice. Likewise, the DNC couldn’t believe their “luck” that the RNC was stuck with Trump. I suspect the RNC couldn’t believe their luck when Hillary was nominated.

Neither party realizes they’re the crazy family members at the table.

Each party’s echo chamber remains in pre-election condition. Before long, I expect you will start seeing signs of “not getting it” in each party’s behavior. I’d like to be wrong about that, but it’s difficult to change organizations of this type, particularly when they say what they say so they can hear it again.

Listen to, understand and know your clientele

Neither party seems to understand one of the messages the election sent: “Stop sending us the same old candidates who do whatever the party wonks say while delivering nothing the candidate promised“. That it was delivered to both parties by the same candidate is noteworthy.

This happens after decades of not listening to your clientele (yes, voters are a clientele). It happens after decades of telling your clientele you’re going to deliver, but you never do. Not that they delivered two days late, or two months late but NEVER.

With that, let’s start to tie these events to your business.

Circling back with understanding

Until it happens, it’s extraordinarily difficult to understand what it’s like for a factory to close in your town. Most politicians think they understand it because they’ve seen photos and spreadsheets, talked to the former plant manager and toured the factory. You can’t really understand it without living it. Unless you worked there, live in the town, know the people, know their kids, see them them at ball games and grocery stores, it’s difficult to understand. Even then, unless your job is one of the ones that was lost, you don’t really get it.

The business owner has a parallel. They’ve lost customers, or lost or closed a business in the past. They understand that every day, their business is up for re-election.

If I asked your clientele to vote anonymously for your business’ survival, what outcome would you expect? Every stop or visit to your website is a vote of confidence. If they’re tired of your place or want a change, it’s a vote in the other direction.

Like a politician, you have two choices. You can depend on your echo chamber like those political parties, or you can get nose to nose, toes to toes with your clientele and learn what really makes them tick, what makes them worry, what takes away their pain and why they like (or don’t like) you. It’s hard (sometimes exhausting) work much like campaigning.

When you know your clientele better than anyone, it changes anything and everything. Your behavior, service, team, products, marketing and reaction to events that affect your clientele – they all reflect that knowledge.

If you’re a politician… it works roughly the same way, notwithstanding the votes you get simply because you’re a member of a particular party.

This year, customer follow up will be different.

For many businesses, two things happen this time of year. One: You get a bunch of new customers. Two: Many of the new customers you acquired during this time last year “forget” to come back. The customers on the first list cost time and money to acquire. A fair amount of the people who “forget” to come back were never asked to. In other words, the business didnt invest the time / money for new customer follow up.

There is a problem with this concept. Being able to follow up requires having some contact info for your clients. These days, people are all too used to being nagged incessantly, mostly by mail and email. They’re also concerned about privacy and identity theft, which increases their reluctance to provide you with their contact info.

Why they think you’re a spammer

While it keeps the FCC and others “happy” to publish boilerplate privacy and security policies, most people either won’t read them or won’t care that you have them. Until given a reason to think otherwise, they will group your request with all the ones they’ve received before. This means that you will be thrown into the bucket with the companies who used their contact info inappropriately.

Inappropriate doesn’t necessarily mean illegal but the net impact on the business is roughly the same.

While many marketing people and business owners think otherwise, they don’t get to decide what is spam and what isn’t. The recipient does. The legal definition is irrelevant. No matter how good you think the message is, the recipient decides whether your messages are out of context, incessant, annoying or of no use. If your new customer follow up message matches any of those criteria, they will unsubscribe, opt out and might even stop doing business with you.

Even worse, they will group you with all the other spammers and be super hesitant to provide you with information in the future – even if you need it in order to serve them as they wish.

Poorly conceived customer follow up has a hard cost

Spammers are of the mind that they can send millions of emails for free. They have the luxury of not caring if they retain a “customer”. You do not. They have the luxury of not caring about the cost of a lead, much less the lifetime value of a customer. You do not.

When you send a message that feels to your customer like spam and it causes them to unsubscribe, there’s a hard cost associated with that. Think about what it cost to get that person to visit your store or website. We’re talking about labor, materials, time, consultants, employee salaries, service costs, etc. Every lead source has a cost and a ROI. The latter comes from the lifetime of that client relationship with your company.

When your message causes the client to unsubscribe, your lead cost rises and your ROI is likely to drop because the lifetime customer value of that person or business will probably stagnate.

Great, so how does my customer follow up avoid this?

Expectation management.

When they provide contact info these days, people have questions about the use of their contact info:

  • How it will be used.
  • How it will be shared (short answer: DON’T)
  • How it will be secured.

You have to be crystal clear (and succinct) when answering those questions. You have to adhere to what you said. Stepping outside the bounds of what you said you’d do, even once, breaks what little trust was granted when their contact info was shared.

Whether you feel it’s justified or not, people are hyper-sensitive to this. If you want to build a lifetime customer relationship with them, your behavior has to show it.

A suggestion

Everyone likes getting stuff on their birthday. It doesn’t have to be a (heaven forbid) 50% discount. You don’t need their birth date – which they will be protective of due to identity theft. You only need the month. During their birthday month, a simple offer or add-on that is special to them is all you need. Do you have any low cost, high perceived value services that could be given away with purchase during their birthday month? Make sure it’s clear to them that you will use this info to send them something of value during their birthday month – and stick to that.

The alternative is to keep paying more for leads. There are only so many people in your market. Nurture your clientele and show them you’re always thinking about how to help them. Win the long term game.

Do your sales efforts have a smell or an aroma?

Sales is tough work. One of the things that makes it challenging is starting a conversation with someone you don’t know. This can be particularly difficult when they know you are primarily interested in selling them something. As Gitomer says, “People don’t like to be sold, but they love to buy.” Nowhere is that more evident than at a trade show, where people will avoid eye contact with anyone wearing a “sales hat”.

Even so, trade shows offer ideal opportunities to talk to (usually) vetted prospects, assuming you’re at the right show. These face to face opportunities provide an often-unparalleled chance to learn about your prospect. Body language & facial expressions help you determine if the questions you ask and the responses you provide are resonating with your prospect’s needs and wants. These physical cues are not evident during a phone call or email exchange.

Avoid the hat

In order to benefit from these valuable face to face conversations, you have to start them. Getting these conversations started requires you to engage with someone. This requires that the attendee accepts the engagement rather than ignoring you, looking away, staring at their feet or simply saying “Nope”. Trade show exhibitors try all sorts of tactics to provoke an interaction, including attractive women, giveaways (tchotchkes), and refreshments.

Giveaways are most common. Some lame, some extravagant, some in context with their business. There’s an opportunity here for much thought than you typically see. Common rubber footballs, pens, pads of paper, and so on – much of it never makes it home, much less back to the hotel or office. These giveaways are rarely thought through well enough that they are designed to make a connection to the product or service being sold. We’ll come back to that.

I don’t see too many so-called “booth babes” these days, but they do exist, particularly in the automotive industry. In 30+ years of trade show time, I have seen one coherent use of them – when costumed in a way that connected their presence perfectly into context with the product being sold. Interestingly, this involved costuming intended to appear as if it came from the movie “Edward Scissorhands”.

Refreshments are the other area (besides giveaways) where you see a broad latitude of items. Whether it’s numerous forms of candy, airline-esque bags of peanuts/pretzels, to more imaginative setups like serving locally-brewed root beer in boot-shaped shot glasses from a cowboy-themed booth at a trade show in Texas.

And then there are the booths that recognize Maslow’s hierarchy of needs – specifically giving away things that are all but irresistible. These are things, per Maslow, that tie back to the lower tiers of the hierarchy, delivering a feeling of safety / comfort and home. These are the booths with freshly cooked bacon (not kidding) or fresh from the oven chocolate chip cookies. The latter is what I’ve seen perform the best.

The aroma of warm chocolate chip cookies is incredibly disarming to most people. Even the folks who don’t want a cookie seem obligated to explain why – which starts the conversation. Stop long enough to have someone hand you a warm cookie and most will pause to take a bite or two, and feel enough obligation to answer a qualifying question or two. Before long, the conversation is started.

Remember the point of your “gimmick”

Lots of money gets spent on these things. Much of it is spent without much thought or planning, at least from my perspective. Never forget the primary reason why you’re exhibiting at a trade show and spending that money: To start the process of making a sale, or at least, to gather leads. A gimmick to get people to stop at your booth is solely to make it easier to start a conversation. Your booth and pre-show marketing ties into all of this and should contribute to the process of creating / provoking these conversations.

Years ago, I had a fishbowl in the booth. The fishbowl contained a number of our competitor’s hardware dongles. Providing the dongle to us was a requirement for new clients to get a cross-product discount by abandoning the competitor’s product for ours. A bowl full of dongles sent a powerful message and it prompts people to stop. It’s a curiosity. It creates a conversation.

What are you doing to create these conversations?

Buying decisions are personal

One of the challenges we have when running a business, and more importantly, when trying to make a sale – is understanding what makes our clients, buy (or not buy), run away screaming (or some such). They have their own reasons which may (or may not) relate to you and the actions you and your business have taken while dealing with them. Combined, these things are yet another complex reason why buying decisions are another angle at Business is Personal.

Personal to them, not simply to you.

Why they don’t buy

Many times, the reason they decided not to buy has nothing to do with you. It’s personal.

Business is Personal to them because their transmission went out over the weekend, or their best friend’s niece is in the hospital, because the basement flooded at home so for the next few weeks, they probably don’t have time to install and configure that software you’re trying to sell them (or it no longer seems important), or they got into an argument with their spouse last night and that RV is no longer important… until the argument is forgotten and the lure of being in the boonies (with a little comfort) is important again, or their daughter got a full scholarship to a college 2500 miles away and now your spouse is a wreck because the reality that their little girl is growing up and leaving the house has hit home and distracted everyone.

For now, that is.

Distraction is personal

The things that change your prospect’s minds, or put off their buying decisions are countless. Most of them are personal. The phone rang and their mother wasn’t feeling well. The teacher called and their son needs to study harder. Some of them are not personal. The boss emailed and they have to go out of town next week. Priorities changed for any number of reasons.

These are not reasons not to buy, or reasons to buy – but they impact your clients every day. Life is quite often more important than your products and services. You might have the best RV in town, the best service department, the best price and the best financing, but today – none of that matters and it’s not your fault. It just is.

It’s easy to get discouraged when this is going on, but that’s the one thing you can’t allow for. You can’t give up. You can’t assume that they changed their mind because your product or service aren’t good enough, or your salespeople aren’t good enough, or your price isn’t cheap enough. There may be occasions when one or more of those conditions are valid, but most of the time – that isn’t the problem.

Distraction is.

People’s lives don’t revolve around your product or service until they do, and then they don’t 19 hours later when the phone rings or that email arrives.

Why they need your patience… and your reminders

Engagement is critical. Nurturing is critical. Both play a role in your business and do far more than keep your name in front of them. They remind your prospects that something you sell was important to them a few weeks ago before they were distracted by something that was important to them at the time.

Seems like a simple thing, but the difference between re-engaging with a prospect, getting the conversation back on track and eventually completing a sale, vs. “unexpectedly” losing a formerly hot prospect is the difference between a re-engagement follow up and waiting around for the prospect to figure out that they were going to buy something that at one time or another was important to them.

It’s work. It’s marketing. And it’s the kind of re-engagement effort that is often the difference between reaching next month’s revenue goals…. or not.

What stage?

A critical aspect of your re-engagement effort is gauging where your prospects are along the buying timeline. It’s not really a timeline though. It’s more like a set of behaviors about-to-be buyers exhibit when they’re at a certain point in the process of buying. Years ago, Perry Marshall and his crew noticed that when someone searched Google for “guinea pig”, it meant they were ready to buy, vs when they searched for “guinea pigs”, they were doing pre-purchase decision research.

Study your buyers’ timelines and use what you learn to create a re-engagement plan. You’ll need communications appropriate to re-engage people at each stage of the purchase timeline.