Your Competition Wants Your Customers

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Competition is a part of business life. Some would argue that competition forces businesses to strive to get better at what they do for the fear of losing customers to rivals. Losing a few customers periodically is inevitable. However, losing too many (especially your best customers) must be avoided at all costs.

For most businesses, the top 20% of their customers account for 80% (or more) of their profits. While much thought and strategy typically go into bringing in new customers, not enough is spent on retaining existing customers. That’s where the real gold lies.

It may be a little uncomfortable to think that some of your best customers might be looking at making a change, but it’s something you must consider if you want to avoid having it become a reality. Everyone talks about taking care of their customers, but in many instances that’s a phrase not truly backed up with action. To build a fence around your customers and keep them far away from the prying arms of your competitors, you mus truly care, protect, and guide them.

Gather customer feedback on an ongoing basis.

Most businesses put a lot of hard work into getting a new customer. But after they become a customer, little effort is put into nurturing that relationship. A customer should never be taken for granted.

It’s easy to get wrapped up in the day-to-day operation of your business and lose touch with what’s happening outside your doors in the marketplace. Phone calls and emails to customers can be a great way to communicate and stay connected. But to do it on a large scale can be unrealistic. Informative company newsletters and surveys can help keep your customers up-to-date and give them a way to express their needs and concerns. These efforts can provide an early warning system to catch a customer jumping ship before it happens.

Tell them what you do.

Your competitors will do anything to steal your customers, including promising the moon. You know that some of these are false claims or teasers to get their foot in the door. Some of your customers may not know that. Your job is not only to provide a great product and service but also to continually remind customers about the value you provide that your competitors can’t match. If you don’t tell them, no one else will either.

Informing your customers through educational marketing content is a powerful way to keep them engaged while differentiating your company as one that truly cares about their success (not just your own).

Where are the weaknesses?

To help plug the holes in your business, start thinking about things from your competitors’ point of view. After all, they’re always looking for any weaknesses they can exploit, so you should, too. That way, you can shore up your weak spots before they get out of hand and, in the process, strengthen your position in the marketplace.

To discover your weaknesses, talk with your customers. Ask them about the areas you could improve. Stay up-to-date with industry trends that could create a possible gap in your defenses, too. You can’t buy every bit of technology as soon as it hits the market, but you can stay informed so you can address concerns with your customers when they arise. Sometimes the best defense is a good offense. Be proactive in your customer communication.

“There is only one boss: the customer. And he can fire everybody in the company, from the chairman on down, simply by spending his money somewhere else.” ~ Sam Walton, Wal-Mart

Customer retention starts with providing great service and value. Getting to the top is hard work, but staying there requires just as much effort. Being aware of the competition while shoring up the weak areas in your business can go a long way in helping keep your customers coming back.

Monopolies and the lack of competition aren’t in anyone’s best interest. Keeping your best customers satisfied is. Use competition as a motivating factor to continually improve your services. Communicating with and showing appreciation for your customers will give you an invisible force field to keep the competition out of your backyard.

5 Words That Can Change Your Business

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140259547Behind the scenes of your business, you make products or deliver services. But on the front lines, where interactions with customers occur, you have to deliver more than that in order to have a dynamically growing company. You must deliver a promise and hope.

The promise revolves around the benefits your actual products and services deliver. The hope is what can set your business apart from all the other companies that promise to deliver the same things you do.

People want to believe in your company and what you can deliver, but many have become jaded due to the culture of over-promising and under-delivering that is all too common in the marketplace. To get past this wall of skepticism, you have to deliver more.

Companies like Coca-Cola, Apple, Starbucks, and Disney World took off when they figured out they were selling much more than a soft drink, computer, coffee, and theme park rides. These businesses understood that in order to stand apart from their competitors, they had to tell their brand stories in a way that resonates with customers.

Coca-Cola sells refreshment, happiness, and harmony. Apple sells a delightful user experience to consumers in a hip, cool way. Starbucks sells the “third place experience” — a place to get away outside our home and business. Disney World sells memories that last a lifetime.

The common theme among the great brands of the world is that they have found a way to transcend beyond their products by asking this simple, yet powerful five-word question:

What are we really selling?

People aren’t really interested in what you sell, but they may be very interested in the benefits you can deliver. These benefits in turn must be told in a way that attracts and connects with your target audience.

How You Can Apply This in Your Business?

You’re probably thinking to yourself that this may do wonders for big brands, but how does it apply to my small business?

  • Take a step back from the day-to-day operations of the business, and think about what you’re really selling. Railroad companies thought they were in the rail business, when they were really in the transportation business. Think about the larger implications around the results you deliver to your customers.
  • Next think about this question: What do my customers really want from our products and services? Ask your best customers why they really do business with you. Look for common themes in the answers.
  • The final step is to take the concepts you’ve arrived at and focus on what would move your best prospects to buy what you sell. Put yourself in their shoes. Ask some friends and associates if your idea would move them to act. Then test your ideas by presenting them in your ad copy in print, on the web, and in all your other marketing channels. Test until you find the winners. The sales result will show which one is the winner.

Take these five words: “What are we really selling?” Print them out and put them in a prominent place you can see every day. Your answer to the question will form the core around which your business and your marketing should revolve. Answer this five-word question in a way that exceeds the experiences your target market is seeking, and you’ll see your business grow like magic.

Educating Your Way to a Sale

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Your target audience is being bombarded by sales and marketing messages every day. Some estimates state that a person is exposed to more than 3,500 messages on average every single day! No wonder we develop strategies to filter out the hype and all the noise so we can get our work done. Otherwise our days would be consumed with sales presentations and various pitches to buy something.

This constant barrage of marketing has taken a toll on salespeople, too. Traditional sales methods that once worked well have been losing traction and are not effective anymore. But you still need to sell — and you need to get your message across to your prospects. How can you do that without alienating them at the same time? One way to do that is to educate and help your prospects instead of simply selling them.

Educating your audience with relevant and useful information that will help them make a more informed buying decision allows you to establish yourself and your company as an expert who provides value before ever asking for a sale.

Establishing trust in this manner brings respect. Trust and respect open the way for your prospects to listen. Listening gives you access to valuable time your prospects reserve for those they believe will not waste it with hype and useless pitches.

To decide what kind of information your prospects find useful, you need to put yourself in their shoes. Developing a buyer persona on your most ideal prospects lets you get insight into the information, ideas, and advice that could make a positive difference in their lives and actually help in their decision-making process.

Selling is not a bad thing. Short-term thinking while selling, however, is not sustainable selling. Long-term selling is about nurturing, gaining trust, and establishing rapport. Doing this will lead not only to a first sale but also to a relationship that will garner repeat sales and referrals.

Establishing a strategic sales funnel allows you to introduce your products and services as a solution to a prospect’s problem at the appropriate time. Nurturing relationships will lead to sales more naturally and organically, instead of taking a straight, forced path with a low chance of making a quick close.

One great example of this can be seen by walking into any Apple retail store. From the moment you walk in, the Apple employees are trained to educate you about the products in the store. No pushy salespeople. They actually want you to touch and test all the products on display.

In the back of the store, the “Genius Bar” provides technical help and in-depth training to encourage users to use Apple products. This in turn leads to more sales. Over 50,000 people visit the “Genius Bar” every day, and the majority who have used the services state that they are more likely to buy another Apple product as a result.

Educating your prospects and your customers is a long-term business sales strategy. It requires some time and resources. But if it is done well, the results will far outweigh the costs.

Finding Your Next Great Employee

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“To win in the marketplace you must first win in the workplace.” – Doug Conant, CEO of Campbell’s Soup

Great companies need outstanding employees in order to grow. The problem is finding and retaining that caliber employee. Most small businesses don’t fully understand the process of hiring top-notch employees.

“Effective organizational leadership is simple: 1. Have a vision of where you want to get to. 2. Clearly and persuasively communicate that vision to employees. 3. Be consistent in your behaviors as you strive to achieve that vision.” – from A Roadmap for Employee Engagement by Andy Parsley

Many make the mistake of hiring an employee without clearly thinking the process all the way through. They neglect to think about what they actually want from the new hire. Hiring in this way sets the new employee up for failure before they ever walk in for their first day of work. This turns out to be a waste of time and resources for everyone.

To help avoid this, you need to go through the interview process. The first and most critical step is to write an advertisement that attracts great people in the first place — one that encourages the kind of candidates who want to work for your company.

Thinking this through will also make you consider the short-term and long-term responsibilities and tasks required for this position.

The challenge of finding great job candidates starts with the ad itself. Mediocre job ads attract mediocre workers. To improve your placement ad, you should incorporate the following in the description.

  • Make your company sound innovative and interesting. This will help attract more dynamic applicants who want to work for a fascinating company.
  • Let the applicant know with whom they will most likely be working. Candidates will look forward to learning from someone who is the expert in their field.
  • If the location of your company is a plus for applicants, make sure to mention it. The more benefits you can mention in the ad, the more attractive your ad becomes.
  • Make sure to mention that the position offers growth for the right candidate. Everyone wants to know that they can grow with the company. This also implies that they will be able to make more money as they grow.
  • Include the total compensation and benefits in the offer. Paid holidays, flexible hours, and other perks can be very attractive.
  • Mention that the position requires hard work and dedication. This can help filter out the lazy applicants before time is wasted with the interview.
  • The ad should stand out from all the others. If you want creative, superstar applicants, the ad should be creative, too.

Finding and retaining top talent is one of the most important tasks for any growing company. A strong recruitment ad is just the start but one that can’t be overlooked. Include these tips in your next ad, and hopefully you will attract the type of superstar employee you desire.

5 Keys to Getting Past the Gatekeeper

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In business, the term “gatekeeper” refers to the person who has the authority to control access to the decision maker in the company. The gatekeeper guards and monitors traffic to the person in charge. In most companies, getting an appointment with the decision maker requires getting past the gatekeeper.

Selling to the decision maker requires learning the art and skill of gracefully getting past the gatekeeper. Here are five keys to help you get started:

Key #1: Speak with authority.
Whether you’re the CEO of your company or not, you need to speak with confidence. You want to be perceived as a person of authority making the call. Speak with authority, assurance, and self-confidence. Gatekeepers are trained to keep salespeople out but are much more likely to let an authority figure through.

Key #2: The gatekeeper is your friend.
The gatekeeper can be your ally if you treat them with the utmost respect and courtesy. Remember that they have a job to do and that they may even have the power to make decisions on whether or not to buy. It’s vital to recognize from your first contact that dealing with a gatekeeper can be a make or break proposition.

Key #3: Ask for help.
Everyone likes to feel useful and helpful. People like to help others, but few like to help a salesman. Put yourself in the position of a person needing help instead of a pushy salesperson. You can quickly disarm a gatekeeper by asking questions to help both of you. You want to speak with the correct person, and they don’t want anyone wasting the time of the person they are protecting.

You can accomplish this by asking a simple question right at the beginning. For example, “I provide (your services) and believe that (decision maker’s name) is the person that I should be speaking with. Is that correct?”

By asking for help in this way, you have gotten to the point quickly and have empowered the gatekeeper to either begin the conversation by asking you to set an appointment or by directing you to the right person.

Key #4: Referrals are a big help.
Obviously, having a name to use as a referral to the decision maker can help pave the way in getting past the gatekeeper. Another, less used referral method occurs when you make an initial call to a company and someone informs you that you should be speaking with someone else (and gives you that person’s name). Using the name of the person you spoke with as a point of reference when calling the person they referred you to can help to break the ice and move you past the gatekeeper.

Key #5: Make it fun.
Very few people will admit that they actually enjoy making a cold call. You can help take the drudgery out of it by setting goals for yourself and building momentum from there. Begin by setting up a variety success metrics, such as finding the right decision maker’s name, determining the best times to call, leaving your name and number for a call back, and making a small connection or bonding with the gatekeeper. Success can mean more than getting through to the decision maker and setting up an appointment. Celebrate the smaller victories along the way.

There’s truth in the adage that cold calling is a numbers game. The more calls you can make, the more chances you’ll have of getting appointments and closing sales. Likewise, the more positive contacts you can make with a gatekeeper, the better your odds of turning that person into an ally who will let you through to the decision maker you’re hoping to reach.

Are You a High-Margin Business?

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Achieving profit is the real goal of being in business. Profits are what allows a business to invest and grow. Some businesses have higher profit margins than others. That can be due to the type of industry, the competitive landscape, and economic conditions.

There’s often a direct correlation between the margins a business can charge and the amount of pain their products and services help to ease in the minds of the customers who buy them. Increasing this real and perceived value will directly impact profit margins.

Most businesses have a mixture of customers. To become a high-margin business, your goal must be to move the needle from lower-value customers to higher-value ones. The first step is to identify the types of customers your business attracts and pursues. Here are a few general characteristics to consider.

Low-Value Clients:

  • A large number are required in order to sustain profitability
  • Typically cause the most headaches
  • Want you to lower your prices
  • Make you feel like a commodity
  • Position you as the lower-value provider
  • Can and will leave you for a lower price at any time

High-Value Clients:

  • Provide greater profitability, so fewer are needed to help you reach your financial goals
  • Generate higher value with fewer headache
  • Help position you as an authority and valuable partner vendor
  • Give you higher credibility in the eyes of your other prospects

So how can you increase your perceived value?

  • Educate – Sell by teaching and sharing your expertise. Nothing is more powerful in positioning you as a business that is worthy of higher fees than actually showing how your products and services solve problems for your customers.
  • Show Results – Include testimonials and success stories from your past customers to help prospects understand what kind of real-world value you provide. Third-party validation works much better and is more believable than the same information stated as your own.
  • Offer a Powerful Guarantee – Guarantees not only help remove some of the doubts your prospects may have but also show that you believe in your products and services enough to stand behind them. Strong guarantees and warranties allow you to justify charging higher margins.
  • Get Endorsed – When possible, get an endorsement from a well-respected and known personality who can verify the quality and value you bring to the table. Your prospects will know that such a person would not vouch for a shoddy business or service. This increases the perceived value of your business in their eyes.
  • Promote – Promote your awards, achievements, membership associations, charitable contributions, and any other resources that will speak to your involvement in the community and the values you bring. Each of these builds further trust in the eyes of your audience. Each bit of added trust allows you to charge higher fees and margins in your business.

By increasing both the real value for your customers and the perceived value seen by your prospects, you will be able to increase your profit margins. Lots of companies can solve problems for their customers. Those that are able to tell the story of what, how, and why they solved those problems — and to do so in a way that resonates with prospects — are the ones that achieve higher margins.

The Five Dollar Workday

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Five Dollar Background

Henry Ford, the famous Ford Motor Company founder, was known for many things. Among them was his role in promoting the assembly line as a viable means for mass-producing automobiles, a process that made cars more affordable for middle-class Americans.

Ford had a global vision with consumerism as one of its centerpieces. He had an intense commitment to lowering costs through systemization and building a more process-driven company.

This focus made his next move (which is not as well known) quite a shock at the time.

The Five Dollar Workday

In January 1914, Henry Ford made a radical decision. He increased Ford Motor Company employee wages from $2.34/day to $5/day (equivalent to approximately $110 today) and reduced the workday from nine hours to eight.

While this was one of the most generous pay hikes of its time, Ford didn’t do this simply out of the goodness of his heart. At the time, the Detroit area was already becoming known for companies offering higher-than-average pay. In addition, the boredom of repetitious, assembly-line work led to higher employee turnover rates. One of the underlying reasons behind Ford’s move to increase wages was the desire to attract and retain top-notch employees by effectively creating golden handcuffs.

Ford used his PR machine and news journalist contacts to spread the word about the generous pay. Soon, there were thousands of applicants at every Ford factory, which allowed the company to hire only the best applicants. The fortunate hires stayed with Ford much longer than they otherwise might, since they couldn’t get similar pay elsewhere. In one bold move, Ford had managed to solve most of his company’s labor problems.

But higher employee retention was only one benefit of Ford’s plan. Within two short years of the pay raise, Ford’s profits increased by 200% to $60 million per year. Within five years, Ford Model T’s were rolling out at the rate of one every 24 seconds, much faster than the 12 days each had initially taken to produce. By the end of 1914, the 13,000 Ford Motor Company employees were producing 260,000 automobiles annually, while the rest of the automotive industry produced 280,000 combined.

At the time, much of corporate America did not view employees as an asset. Instead, they were seen as part of a company’s expense. With this single move, Ford was able to open the eyes of the corporate world. Ford had created a workforce that became a model for the eight-hour workday and HR departments of today. More importantly, he set the pace for the eventual rise of middle-class America. Ford employees could actually afford to buy one of the cars they produced.

With the $5-per-day pay hike, Ford was able to reduce employee turnover, increase the pool of high-quality applicants, reduce absenteeism drastically, and attract top-notch employees. The corresponding morale increase led to the highest productivity rates in history.

So what’s the moral of this story? What can we glean from it and apply to our own companies in the 21st century?

When companies shift their mindset from viewing employees as an expense item on the financials to an asset with vast potential, they can begin to see brighter possibilities for the whole company as well. Employees who truly believe they are appreciated and feel valuable to their company are much more likely to be highly productive and happy with what they are doing. Content employees are much less likely to actively seek opportunities elsewhere. Loyal, long-term employees lead to stability and customer satisfaction.

Henry Ford made a big splash with his five-dollar workday. The same kind of impact can be made today by implementing innovative ideas that show employees you appreciate what they do.

Studies and surveys have shown that higher pay is not the top motivator for employees to stay with their company. Feeling valued, being content in their role, and accomplishing larger goals are more important criteria. Find effective ways to instill those feelings in your employees, and you can make your own splash.

How Premiums Work Better Than Coupons and Discounts

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What is a Premium?

A premium is anything of value that you offer a prospect or client in exchange for taking an action that you direct them to. This could include an incentive or a gift.

The right premium could encourage someone who might otherwise set aside the mail to act now instead of later (or not at all). This works especially well when there is a limited quantity available or you state a deadline for responding. An example of this would be offering a Starbucks coffee gift card in exchange for filling out a survey or submitting an honest testimonial.

Premiums can also be used to generate demand for your products and services, to reward fast response, or to boost the size of an order.

Why Does a Premium Work?

Everyone wants something for free, but they also want to reward those who rewarded them.

Premiums work because of the “rule of reciprocation” made famous by Robert Cialdini, a psychologist and author of Influence: The Psychology of Persuasion. According to Cialdini, “We are obligated to give back to others the forms of behavior that they have given to us. Essentially, thou shalt not take without giving in return.”

How Premiums Improve Direct Mail Response?

Any direct mail campaign includes the following components:

  1. The Mailing List
  2. The Design
  3. The Copy
  4. The Offer
  5. The Print & Packaging
  6. Timing & Delivery

How do premiums fit into this? They are part of the offer.

Most premiums have low costs but a high perceived value. Although premiums add to the cost of a mailing, the gain in response and the attention they provide outweigh the additional expenses.

Premiums can be delivered in several ways, depending on the goals of the campaign. The premium can be delivered as a front-end offer, when you want your mailing to stand out. It can also be delivered as a bonus or incentive, if the recipient responds to your call to action. In this case, a photo or graphic image of the premium would work well.

Examples of premiums can be found in daily life outside of direct mailers. The McDonald’s Happy Meal is often purchased because of the toy premium inside rather than the food. Many cereal boxes are sold because of the trinkets inside as well. Premiums are often used at sporting events when the ticket attendant hands out a calendar or a bobble head to the first 1,000 attendees. Premiums are also found in many non-profit mailers, where a free set of mailing labels with your return address printed on them are included, along with the request for a donation. Our society at large is conditioned to appreciate premiums.

Premiums can also be used to encourage your existing clients to give you referrals and testimonials. They can be used as great reminders to motivate your best clients to help you get more customers.

But will premiums work for you?

Remember that your premium is only one part of the direct mail package. You must still follow best practices and essential principles of direct mail. Although a premium can improve results, premiums alone do not guarantee success.

Just because premiums work for many companies does not guarantee that they will work for you. Test different premium offers, and keep careful records of your costs and sales (or leads) generated.

Although the recipients are not obligated to respond, history, case studies, and human psychology indicate that offering premiums can significantly boost your response rates. Direct mail + a premium can be a winning combination to boost business for your company.

Your Unique Selling Proposition

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What’s a unique selling proposition (USP)? First the <em>Wikipedia</em> explanation:

<blockquote>”The unique selling proposition (a.k.a. unique selling point, or USP) is a marketing concept that was first proposed as a theory to understand a pattern among successful advertising campaigns of the early 1940s. It states that such campaigns made unique propositions to the customer and that this convinced those buyers to switch brands. The term was invented by Rosser Reeves of Ted Bates & Company. Today the term is used in other fields or just casually to refer to any aspect of an object that differentiates it from similar objects.”</blockquote>

A strong USP can mean the difference between being “just another company” and one that’s unique and memorable in the minds of customers and prospects. To do this, a USP must accomplish three things.

<ol><li>Each USP must make a strong appeal to the target audience. Not just words, not just product puffery, and not just window advertising. It must say to each reader: “Buy this product, try this service, and you will get this specific benefit.”</li>

<li>The benefit must be one that the competition either cannot, or does not, offer. In other words, it must be unique.</li>

<li>The proposition must be strong enough that it can attract new customers to your product or service on its own.</li></ol>

Here are some USPs you might recognize:

<ul><li>Nike: “Just Do It!”</li>

<li>Apple: “Think Different.”</li>
<li>Miller Brewing: “Tastes Great, Less Filling”</li>
<li>KFC: “Finger Lickin’ Good”</li>
<li>Subway: “Eat Fresh.”</li>
<li>Energizer: “It Keeps Going, and Going and Going…”</li>
<li>Head & Shoulders: “You get rid of dandruff.”</li>
<li>Domino’s Pizza: “You get fresh, hot pizza delivered to your door in 30 minutes or less — or it’s free.”</li>
<li>FedEx: “When your package absolutely, positively has to get there overnight”</li>
<li>M&M’s: “Melts in your mouth, not in your hand”</li>
<li>Metropolitan Life: “Get Met. It Pays.”</li>
<li>Southwest Airlines: “We are the low-fare airline.”</li>
<li>Walmart: “Always Low Prices. Always.”</li></ul>

Your USP is your unique answer to these questions:
<ul><li>Why should I listen to you?</li>
<li>Why should I do business with you instead of anybody and everybody else?</li>
<li>Why should I do something instead of nothing?</li>
<li>What can your product do for me that no other product can do?</li>
<li>What will you guarantee me that nobody else will?</li></ul>

There are two types of USPs: explicit and implicit.

<strong>Explicit USP</strong>
<ul><li>The message you lead with</li>
<li>Clearly stated in your marketing materials</li>
<li>Involves promises & guarantees</li>
<li>Aimed at new customers or first-time buyers of a particular product or service</li></ul>

<strong>Implicit USP</strong>
<ul><li>What customers love most about you</li>
<li>Things that keep existing customers coming back to you</li>
<li>May get mentioned by customers in testimonials & word-of-mouth referrals</li>
<li>You may go for years and never state it publicly: “We operate with absolute integrity.”</li></ul>

Whether you have a new business or an existing one that needs a stronger USP, here are some ideas to help you come up with a USP that translates to a benefit the customer wants. A strong USP can have some or many of these characteristics.

<ul><li>Faster service</li>
<li>More personal service</li>
<li>Services above and beyond the basics</li>
<li>Guaranteed on-time completion</li>
<li>Guaranteed delivery</li>
<li>Guaranteed friendliness</li>
<li>Guaranteed live phone support</li>
<li>Better prices</li>
<li>Exclusivity (“Ours is the only package that includes ‘x.'”)</li>
<li>Superior quality</li>
<li>Convenience</li>
<li>A better promise or guarantee of results</li></ul>

Your USP should be unique, useful, simple, and memorable. A well-thought-out USP can help you position your company in a powerful and strategic way. It’s never too late to strengthen your USP. Start today.

9 Marketing Lessons to Grow Your Business In Any Economy

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Let’s get right to the lessons:

  1. Follow up.
  2. Follow up.
  3. Follow up.
  4. Follow up.
  5. Follow up.
  6. Follow up.
  7. Follow up.
  8. Follow up.
  9. Follow up.

Studies of sales practices continue to show that most salespeople don’t follow up more than one or two times after making a presentation or giving a quote.

Marketing is no different.

Most businesses will attempt to deliver one or two marketing messages and rarely follow up afterward. Unfortunately, one or two delivered messages will rarely produce tangible results.

We live in a world where people are bombarded by marketing and sales messages every day. So it’s unrealistic to expect one message — no matter how creative the graphics or how great the sales copy — will make it through that clutter.

Our logical minds would tell us that if our target audience wants the product or service we’re selling, they’ll take us up on the first offer we provide. But that’s not how it works in real life.

The reality is that most people’s busy, scattered lives often get in the way of acting on an offer, even if they had every intention of doing so. Whether we like it or not, the rules of the game have changed. For better or worse is debatable.

So what’s the solution?

Follow up. How many times? Start with two or three, and build from there.

Customers don’t always go for the lowest price. They buy from whoever they perceive will provide the best option. Businesses that communicate their value proposition regularly capture most of the attention and position themselves as the most obvious choice. By doing so, they make the buying decision easier.

Can you follow up without being a pest or nuisance?

The best salespeople aren’t pushy, but they are persistent. They present their case by providing valuable information so the prospect makes the best decision. That’s how your messages should be presented — useful information without the hype.

To get your messages read by your best prospects and your cherished customers, you must deliver them consistently and across several marketing channels. For most businesses, a combination of print, email, social, and web-based messages works effectively.

So what makes an effective follow-up marketing plan? Start by creating a compelling message that would have value for your audience. Spread that message across the most effective marketing channels for your business. Do it consistently. Rinse and repeat.

Following up on your marketing messages will make you stand out the same way as the salesperson who doesn’t give up after one presentation or quote. In the end, you’ll become the most logical choice when your prospect is ready to make their purchasing decision.