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MenuHow can I differentiate my product against competitors if potential customers view it as a commodity, without having to lower pricing?
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As Seth Godin once said "If all your customers care about is price, its probably because you haven't given them anything else to care about!"
Get those numbers on bad handling, shipping delays, lost packages and differentiate yourself from your competitors!
Repackage what it is you do, in the way that Orica stopped selling explosives and started selling a rock removal service.
I don't know how many "shipping lanes" you have: if you have many, surely the level of competition differs. Make your money where there is less competition and be competitive where there is more competition. Look at your T&C's as well - can you make them more attractive to help differentiate yourself, or better align them with your clients business model?
Hope that helps - happy to chat and discuss further
Branding. Present yourself as the glossier, clearer-spoken, upscale, trusted option.
I'd emphasize 4 aspects:
(1) Brand Name / Domain
(2) Written Copy
(3) Visuals (website graphic design, print media)
(4) UX / UI (website layout / functionality, mobile app)
I can help with the first two.
You may think this is all voodoo. But, in practice, most people don't really shop around to check each and every price tag. We're not that thorough. Midway through, we settle on something that seems fair-priced and trustworthy.
Which company do we choose? A brand we recognize or which seems reputable. How can we tell? Name. Pictures. Text. It's a snap judgment. We care about our time. We want to avoid risk. Provided the price isn't egregious, we go with the 1 that appears like a safe bet.
Don't know what domain name your website is using. If an upgrade or rebrand makes sense, then we can it over.
Also, if the written copy on your landing page, in ads, or brochures is weak, then we might take a look at it.
Yes, buyers do this. Make a spreadsheet--mental or written--with the vendors across the top. Features down the side. Prices along the bottom.
Line 'em up, reduce them to equal, and make it all about price.
They have professional Buyer courses teaching them how to do this and outwit Sales & Marketing, too!
So you have to add something.
It can be tangible or intangible.
Tangible is "Every delivery comes with a free bouquet of flowers."
Intangible is "We'll get it there on time--no matter what," and you develop the reputation for doing so through stories. An attitude. Commercials of your gritted-teeth courier delivering to an isolated, snowy mountaintop Buddhist monastery they had to free climb to reach.
The target market has to value this differentiating factor, and when it's done right a real monkey wrench can be thrown into their spreadsheet price-shopping plans.
Want my help in developing this differentiation in your buyers' minds? Let's book a call.
I LOVE YOUR QUESTION!
Gets the brain juices flowing!
Ok, so first off you are completely right! There is no reason why you should bleed out your margins trying to play that ignorant game. Large companies can afford it because for them is all about volume right, but at the same time you know that not everyone values price above all else otherwise you wouldn't be asking this.
First off - learn about Blue Ocean (I find myself saying that a lot lately) Blue Ocean is not common because is a high level methodology that most so called "growth/business experts" have probably never heard of and much less most companies. You would be surprised. Anyway, learn about it...you might grasp it right away but it will motivate you realizing that it is very very possible.
Second customer service alone won't cut it, but it is definitely a start. My suggestion is look for areas that are lacking involvement, could be a market or industry that most think worthless, remove feature services of your base service list - cutting you costs but not necessarily something that a client would notice and want a discount on. Think hard... this is how you achieve blue ocean.
Blue Ocean is the idea that because is so darn easy to compete on price for commodity products that everyone does it and it becomes traditionally a zero sum game with everyone bleeding each other out in the ocean of an industry and market... where blue ocean comes only after you have figured out what others havent and expand the existing market size by adding previously non-customers to now potential customer and you essentially owning that extra carved market share... you move to the clear blue ocean... sounds like a fairy tale but is very much in practice by many.. I recently did that with a cleaning company.
I can help you figure this out, but it is a long process.
Best of luck and if at least..keep me posted on what you do :)
This is a fantastic question! I love it! I have had similiar experiences. The most important thing is NOT to sell off of just rate. This is because then you submit yourself to economic contraction or expansion. Your income will be unpredictable. The ANSWER: Sales Training. We as sales owners have to find the "PAIN POINTS." Sounds like you have done a fantastic job doing that. NOW, you need to sell it or be sold. EVERY product and business I have had has ALWAYS been higher then competition and never has stopped me from thriving. Sales is vital, you need a team of sales folks hitting the phones, door knocking, marketing, offering so much value that you are no longer competing, but you are dominating. I"m doing this NOW in my business!
There is only one thing to do. Differentiate your business or yourself. What is different about what you sell or do?
You have to have a USP. That can involve your business or the people who work there. There are 100's of ways to differentiate your business and to develop an USP.
I am not trying to sell you on calling me. Really, I am pretty busy with my businesses and consulting. However, I need more info before I could have a greater impact in helping you.
Ask, Ask, Ask, then Ask again.
Bonus:
Here is $10,000 worth of information for free and in a nutshell.
Concentrate on the 3 M's. There are actually 7, but 3 will do for now. These are Market, Message, and Media. They come in that order.
Who is your target market (customer, clients, buyers, users, etc.)?
Tailor your laser focused message for this target market.
What is the best media mix to get your message to that market?
Here's what you do...first, make it an offer that is so incredible that they cannot resist. Secondly, do all the work for them. Make it so easy to make the purchase now that they can do it virtually without effort. Thirdly, give them an incentive to act right now. Fourthly, offer an almost unbelievable guarantee. Fifth, offer a bonus for acting now. There are many other incredible steps, but these steps should help the novice to the professional sell anything.
Whether you are selling B2B or B2C, you have to focus on selling to only one person. You can actually sell to one person at a time while selling to millions at a time. They are one and the same. Don't get off track, what we call digital marketing selling is just selling in print. And that has not changed since Cluade Hopkins wrote "Scientific Advertising." Really long before he wrote the book.
The secret to success: I have had the pleasure of knowing and working with some of the biggest names in business, celebrities, actors, entrepreneurs, business people, and companies from startup to billion dollar operations. The number one reason for their success is doing what they know and love while doing it in new, creative, and innovative ways.
Ask, Ask, Ask. Have thick skin and learn from each "mistake." In a short while, the market will tell you what you need to do and who and what you need to ask. But get started now even if that just means asking a contact on LinkedIn.
While you are thinking, think big and think of something at least 1% better, newer, or different. And being cheaper is not a winning strategy.
Make decisions quickly and change decisions slowly..unless you are actually going off a cliff.
Remember these two 11 letter words...persistence and consistency. They are two of the most important tools ever invented.
Treat everybody you talk to and everybody you meet (including yourself) like each is your number one million dollar customer.
Bootstrap when possible and reasonable. Read "How To Get Rich" by Felix Dennis. Or better yet just remember the camel's nose in the tent story.
However, sometimes you just need to make a deal.
Listen, in any business you have to take some chances and some risks. Make sure you don't need a license and go for it. Remember, timid business people have skinny kids. Paraphrased from Zig Ziglar.
Best of luck,
Take massive action and never give up.
Michael
Michael Irvin, MBA, RN
You need to build value with your product and services for your customer.
According to Builtvisible, there are nine factors to consider when determining the value your product or service provides your customers:
*Product function: What will your product or service do for your customer? What effect will it have on their life?
*Points of differentiation: What is your product’s unique selling point? What sets it apart from similar products on the market?
*Quality: Is your product durable? Is it made to last? Will the services you provide continue to benefit your customers over time?
*Service: What “extras” do you provide your customers once they’ve paid for your product or service?
*Marketing: Have you created a “buzz” around your product or service? Are the benefits of your product well-known?
*Branding: Is your brand a true representation of the level of quality you provide, and of the values your company stands for?
*Customers’ existing relationship with your company: What have your customers’ experiences been when interacting with your company in the past
*Personal bias from experience: Unrelated to your company specifically, what does your target customer think about the product you offer?
*Price: How much do you sell your product or service for? *How does the price of your product compare to that competing companies’?
You can get more tips on building value (without lowering prices) in this blog: http://www.fieldboom.com/blog/customer-value/.
Related Questions
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Hi, how do I grow my (video) production company without 1) taking on too much overhead 2) burning people out 3) maintaining our strong culture?
There are three ways to grow any business: 1. Increase number of clients 2. Increase average sale amount 3. Increase frequency of sales If your company is already fully booked, I suggest that you start by simply raising your prices. You might lose some clients, but usually when a business raises prices, the clients they lose are the most troublesome ones. Refocus sales & marketing efforts on attracting higher-end clients or doing more work for your best existing clients. You can also typically boost your short-term bookings by pre-announcing the price hike and get some potential clients "off the fence" with an offer to sign now at the old rate. To avoid adding unnecessary overhead as the company grows, dedicate some time to building strong, repeatable systems and to automating processes where possible. The most important place to do this is in your sales systems, so that your revenues become predictable and you can scale them at-will by adjusting your sales & marketing expenditure. If your sales systems are already pretty solid and you want to boost your production capacity to keep up, again look to systematize and automate as much as possible. Break the whole production process down into steps: sale, concept, script, taping, editing, post-production, review, delivery, collecting payment, and so on. Write down each logical step, and then write down all of the physical actions that need to take place to get the desired result. Who can perform each of those actions? Is it something that could be partially or fully automated with software (e.g. project planning)? Something that you could outsource (e.g. video editing, bookkeeping)? Or is it something that is your "secret sauce" or otherwise requires specialized in-house talent (e.g. creative work, executive management)? By really getting down to exactly what roles must be performed by your employees, you can calculate how many employees you're going to need in a given role, for a given workload. Now you have a hiring plan. A highly-scalable organization will focus on doing what they do best, while automating, outsourcing, or eliminating as much as possible of the other work involved in performing their business. OK, last topic: Culture. People much smarter than me have written entire books on this topic. The best advice in regards to culture and employees largely boils down to: 1) Be *intentional* about creating the company culture. Decide up front what you will value as a company, and communicate this throughout the organization. 2) People REspect what you INspect. Trust your people, but verify. For example, if your organization is highly customer-service oriented, then make darned sure that your clients feel like they were treated just as you expected that they would be treated. Call them up personally. Make sure your employees are aware that you're doing this. 3) A new hire's indoctrination into the company culture begins the moment they first enter your world, and first impressions matter. Do your website, interview and hiring process, and new-hire orientation all reflect your intended company culture perfectly? Or does a new-hire get mixed messages because current standard practices or employee behavior is inconsistent with your stated values? 4) Hire people based on whether they are a cultural fit. Have each candidate interviewed independently by multiple people, all of whom are evaluating that person on cultural fit. If you're small enough, have the entire company interview them. If you hire someone who doesn't fit your culture, you have just eroded it. 5) People who share your company values almost certainly associate with other people who share those values. Leverage their networks to find great candidates. Even if they're not looking to make a move, or you're not hiring, or not hiring for a position they could fill, make the connection anyway, and keep in touch. The easiest way to fill a job in the future is when you already have a list of pre-qualified people who'd love to work for you. 6) The only way someone should be able to get fired is by violating the norms of your company culture. And if someone does commit a serious violation, they need to be let go--immediately. And here's one last strategy that can increase your profits without taking on much of any extra overhead at all: Think about what else your clients need—even things that you can't offer them directly. You already have a relationship with them, and if you're doing things right, it's a *trusted* relationship. Figure out what they need, find a partner who can deliver that for them, and then make an arrangement where you sell those products or services to your client and have them fulfilled by your joint-venture partner. 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Do I need to hire a "growth hacker" or "growth marketer?" What's the difference?
Anyone who calls themselves something fancy like that is probably one of the 99% in the industry that have no idea what they are doing and will make you hemorrhage money. Find a MARKETER with a proven track record and use them to build an empire. If you don't want an empire and, instead, want to make your friends jealous by bragging about "new hires," then hire a "growth hacker" or "assistant of hardcore development" or "rad visualization chairman" or whatever other stupid position all these failing startups get caught on.AM
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How do I come up with a unique value proposition (UVP) strategy, when my website has similar services as my competitors?
Hey there; I've helped quite a few tech startups (mostly in travel & SaaS) nail down their value propositions, especially as it relates to copywriting & conversions. Just a guess, but could it be that you're focusing too much on differentiating based on your website's "features" or what it does? If the core of what you offer isn't all that unique, try looking at other ways to differentiate. For example: - customer service (Zappos) - world view or business POV (Tom's one-for-one strategy) - personality (Mailchimp) - product design - the audience you serve (niche out) - how your website is created/run Not all of these type of differentiators will be "game-changing." But if what makes your service/website unique resonates deeply with your target audience, maybe you don't have to be a "disruptor" like Uber or airbnb. Tough to say without knowing what industry you're actually in. If you want to chat, feel free to contact me. Hope this helps. DustinDW
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What are some high-impact growth marketing tactics for a B2B SAAS startup with 0 customers.
The highest-impact growth marketing tactics for a B2B SaaS startup with zero customers is often direct outreach. When you're at a point where you don't have customer validation, it's incredibly hard to get useful data from very small amounts of traffic. So in a zero customer state, your highest-impact effort is direct outreach. Signing-up customers one-by-one is the best way to get customer validation and you'll learn a ton of valuable data along the way. Once your customer validation is complete and you have at least a handful of customers *actively* using the product, then you have the rationale to start spending and experimenting with growth marketing tactics. Happy to discuss the customer development process with you and share with you what has been successful for me in doing direct-outreach to enterprise customers.TW
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Who are the top 5 thought leaders on scaling companies?
Nichole's list is comprised of people who talk about growth marketing. Although growth marketing is a component of scaling-up, scaling a company is much more about operational issues. Everything from tech stack to culture to legal and compliance and almost always sales. On growth, there are a lot of people who talk about the principles of growth from a marketing perspective and a couple of people on Nichole's list are known for *talking* about growth but I'm generally wary of people who are more known for *talking* than actual notable accomplishments in growing products. Ivan Kirigin (formerly on Dropbox's growth team, now running a company I invested in called YesGraph), Gustaf Alstromer (AirBnb growth team), Elliot Shmukler (helped LinkedIn grow from 20m to 200m members, now in-charge of growth at Wealthfront who has been absolutely killing it), Drew Dillon (an early PM at Yammer, now Head of Product at AnyPerks), are all active on Twitter. Actually Elliot isn't but you can still search quotes he's made about growth via Twitter using his name. If you have more specific questions, am happy to try and point you to the right resources.TW
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