February 26, 2017
We want to hear your rants.
Your complaints about unfortunate marketing and sales strategies. Tactics gone awry like vapid white papers or Inappropriate and overzealous emailing. Or examples of tone deaf behavior (i.e. not listening, talking past the customer).
Just enter your rant in the comments field below. Or use the contact form to send us your rant–if we post it we won’t use your name.
After recently attending a massive trade show for the food and restaurant equipment industry, I have some important observations. First, I had no idea there were so many types of fake display foods that look so real. The rubber burgers and plastic sushi looked good enough to munch on. And I was about to steal a bite of a luscious-looking 9-layer chocolate cake until I learned it was synthetic–spawned from a 3-D printer.
OK, on to a more substantive observation: The food equipment industry–like any other tangible product sector–tends to lead with the products themselves to draw attendees in and elicit ooh’s and aah’s. I get that. If you were at a car show you’re there to see the latest Bugatti and Ferrari, not hear about warranties, right? And I admit I was blown away by the latest gleaming 12-burner gas stove, giant cylindrical rotating, 9-foot high, glass-front baking oven and unmanned, robotic floor scrubber. And I’m sure the performance spec’s (reduced time to max heat, cooking speed, low energy draw, etc.) were impressive.
But amidst all the shiny objects on display, one exhibitor, Perlick, drew by very large, sustained crowds throughout the show. Throngs of equipment dealers, food service managers and restaurant owners gathered to watch and hear this company’s pitchman give a 20 minute demo, which he repeated throughout the day.
What was so special about this booth? Was it the product (a cocktail station)? Was it the pitchman’s humor? Was it the tagline high above the booth? Were they giving away free booze?
The answer is none of the above (although the pitchman was pretty engaging). It turns out, unlike most of the other exhibitors, Perlick made an intentional effort to articulate and lead with the customers’ perspective–or Elevator Rant, as I call it.
Here’s how they did it
The “pitchman” wasn’t just an entertainer. It was actually Tobin Ellis, a former bartender who’s now a leading hospitality consultant (known as “the Godfather of Flair Bartending”). In Ellis’ pitch, he explained from the restaurant/bar owner’s perspective the problems of inefficiency and lost productivity caused by typical underbar systems…resulting in sub-optimal return on investment. Ellis also demonstrated the literal pain bartenders feel as they contort their bodies in all sorts of unnatural ways to reach this bottle or that ice machine–for 8 hours a day. (“Now imagine doing this for 40 hours a week–for 10 years!” he said.) Talk about walking in the customer’s shoes.
Ellis showed how Perlick’s new underbar system was ergonomically and logistically designed based on actual input from bartenders to maximize efficiency and productivity and reduce the physical stress of reaching too far or stretching awkwardly, over and over again. So if you’re a restaurant owner whose Elevator Rant is around productivity and efficiency–or employee retention or turnover, sick days or health care costs, this pitch was spot on.
Here’s where the story gets even better
It turns out that Perlick had worked with Ellis to conceive and design this new underbar system to ensure that it incorporated bar owners’ and bartenders’ actual Elevator Rants. This is a perfect storm for marketers: By aligning the product development, the product, the value proposition, the pitch–and the pitchman–around the customer’s Elevator Rant, Perlick quickly generated credibility and authority, which in turn drew the large crowds–and kept them engaged.
What does mean for your business?
When planning your next product launch, PR push or trade show–or any marketing initiative for that matter–ask yourself these questions:
“Should we lead with the customers’ Elevator Rant (pain point) when developing and promoting our product or service–vs. focusing on features and benefits?”
“Do we know our customers’ Elevator Rant?”
The short answer to the first question is “absolutely, yes.” Here’s why:
In today’s increasingly customer-first world marketplace, B2B buyers perform more than half of their research and buying process online before they ever contact a vendor or dealer. Chances are they have read about your product and features–and your competitors’–online during their research process. So it’s harder to grab their attention and differentiate with a cool feature.
But leading with a statement that shows how well you understand their true perspective, problems, objectives and priorities (not the typical platitudes) is a proven way to grab buyers’ attention and differentiate your pitch. Remember, customers are human beings, so they have emotional reactions when a marketer strikes the right chord–as Perlick clearly did.
How to Discover Your Customers’ Elevator Rant
To discover your customers’ Elevator Rant and increase the relevance of your marketing and sales efforts, download a complimentary copy of our “Shut Up & Listen” Playbook. This step-by-step guide gives you everything you need to learn customers’ rants that you can turn them into competitive advantages.
February 21, 2017
The Elevator Rant is what people in your target audience say about your business, your product or service or your industry when you’re not around (on the proverbial or literal elevator). They think the rant–but might not share it out loud. Or they share it with a colleague–but not you. Elevator Rants tend to come out before or after sales meetings–but not during.
Why don’t they tell you? Perhaps you you didn’t ask the right questions. Maybe customers assumed their thoughts were outside the scope of your discussion. Or that you’ll get defensive or make excuses. Or just maybe they don’t think you’ll take their comments to heart.
Elevator Rants might not relate directly to a customer’s primary pain point but rather a latent pain point or side-annoyance. But we’ve found that if enough customers experience that same side-annoyance, it can become your key differentiator. Rants are unvarnished and raw. They’re real and they’re powerful. And the amazing thing about customers’ Elevator Rants is that they’re their for the asking. You just need to pose the right questions in the right way. Chances are they’ll be the questions your competitors haven’t thought to ask.
To discover your customers’ Elevator Rant and increase the relevance of your marketing and sales efforts, download a complimentary copy of the “Shut Up & Listen” Playbook. This step-by-step guide gives you everything you need to learn customers’ rants that you can turn them into competitive advantages.
We all know about the so-called honeymoon period in business: the time at the beginning of a new job when an executive can sit back and absorb and assess the way things work, who the power players are and where the bodies are buried–without being expected to make any great decisions or pronouncements. It’s a no-fault grace period which can last as long as several months depending on the role and company.
But there’s another less-talked about phase executives can leverage to their advantage: The Blame Window. This is the period during which you can legitimately hold your predecessor responsible for the challenges you are now facing.
One might naturally ask, as I did, how long after you’ve assumed a new role can you blame your predecessor? And how would one go about throwing him or her under the bus? My research yielded no credible answers to these questions, so I developed the following handy formula to help executives calculate their available Blame Window:
Here is an example–fictitious of course–to show how the formula works.
Let’s say Don takes over as President of a large, established enterprise (240+ years), which is struggling with how to maintain a leadership position in a global market. The company has significant debt ($20+ trillion) and a burn rate of about $441 billion per year.
After 4 weeks on the job, Don claims he “inherited a mess.” He bemoans the things that are not running smoothly, which is in turn giving employees fodder and motivation to leak negative stories to the media. Don’s predecessor held the post for 8 years.
Q: Can Don blame his predecessor?
A: Absolutely not! Using the former President’s tenure of 8 years, divided by Don’s tenure of 4 weeks, even when multiplied by the highest Problem Magnitude factor of 0.9 results in a Blame Window of 3.6 weeks. Since Don has already held the position for 4 weeks, he is already past the Blame Window. So his problems are his own. No blaming allowed.
Caution: If not used judiciously, this formula can be dangerous. Here are some important tips to remember:
First, make sure you get the math right. There is nothing more embarrassing than miscalculating the Blame Window and having the whole situation blow up in your face. Set some reminders in Outlook 90, 60, 30 and 7 days prior to the expiration of the Blame Window so you will know when to stop blaming your predecessor.
Second, do your homework before you start laying on the criticism. Was your predecessor revered or scorned? Respected or tolerated? Make sure to get these and other data points before you start spraying around accusations. The last thing you want to do is tear into someone who is a legend or, worse, someone who is deceased.
Third, make sure to select the right way of broaching the subject with your superiors. Here are some preambles to get you started:
Jocular: “Gee, if I’d known all this before I would have asked for a lot more money, ha-ha-ha!”
Nothing Personal, Just Business: “I’m sure <name of predecessor> was a good guy, but…”
Delicate but Direct: “I don’t want to cast aspersions on anyone, but now that I’ve gotten my feet wet…”
Mildly Annoyed: “I have to tell you I’m not sure what I’ve gotten myself into here…”
Threatening: “If you think I’m going to take the fall for any of this, you can just find yourself another President.”
February 8, 2017
What the Dalai Lama actually said was,
“When you talk, you are only repeating what you already know. But if you listen, you may learn something new.”
But if I’m being totally candid, sometimes I wish the Dalai Lama had been a bit more direct in explaining the value of listening instead of talking. Especially business people–and marketers in particular.
If you think about it, the vast majority of time and money we invest in marketing and sales is on outreach. Social media, content marketing, email campaigns, telemarketing, inbound marketing, events, account-based marketing. Sometimes it feels like the flavor of the year–or month.
And when you add it all up our customers just hear and see a giant wall of noise. Which of course makes it harder for each subsequent marketing and sales message to get through. That about sums up today’s marketing-industrial complex, a battle of mutually assured destruction where companies are trying to break through the clutter–but end up just creating more of it.
What can we do to prevent wasting our collective breath (and budgets) shouting at the marketplace? The answer–which I’ve learned over the course of 20+ years in the marketing wars–is shockingly simple:
Before we open the marketing an sales floodgates (or shoot the lock off the company’s wallet, as a former colleague says), we must spend more time getting the customer’s real perspective. It’s there for the asking.
By posing the right questions in the right way–in the right setting–you will get new insights that will supercharge your business. Clearer positioning, more meaningful differentiators and more relevant messaging.
These are the foundations of successful marketing and sales that too often get overlooked. Get them right and all of your marketing and sales investments work harder.
February 7, 2017
I see so many sales people going into battle unarmed. Not just lacking the right materials but the right value proposition and differentiators. So they have to hack away in the Commodity Sand Trap, chasing large quantities of prospects and hosting luxury suite or Scotch tasting events.
When the Marketing Gods do hand down a carefully crafted elevator pitch, it’s usually so crammed full of generic pablum and complex jargon that the customer either drifts off to sleep or has to hire a lexicographer to decode it. So Sales dutifully tosses it and creates their own version–which is usually more connected to the target audience’s real world situations.
Let’s be clear: It is Marketing’s job to develop a razor sharp value proposition and hyper-relevant differentiators. They need to “hear through” the feedback from sales (and other sources) about why customers do and don’t buy and be able to abstract or boil the information up (or down) to its essence. Developing a great value prop and differentiators requires two things:
- You have to actually say something: No vaporous phrases like “multi-point solution provider” are allowed. For them to stick and have any impact, the value prop and differentiators have to have some teeth. Which means you have to stand something–preferably one thing–and trim away the fat. Invariably, someone in the organization (perhaps even the CEO) will say, “You left out the fact that we are global,” to which you can reply, “I know.” If they persist, tell them, “For our investor relations and global sales messaging, we will definitely include ‘global.'” But for 95% of our sales folks, it just adds words that clutter up the main message.” If they keep pushing it, look for another job.
- What you stand for has be incredibly relevant and valuable to your target audience: This sounds obvious, but if everyone abided by this advice, we wouldn’t be hearing all those instantly forgettable, toothless elevator pitches every time we go to an event. The challenge here is that being relevant requires someone in the company (I’m talking to you, Marketing) to actually go out and talk to real decision-makers, human to human. I usually recommend 5 – 7 conversations with each of the following: current customers, active prospects and those who haven’t engaged with your company at all. By asking the right questions, you can learn what real humans think is the sweet spot of your company / product / service (the problem you’re better than anyone else at solving); their purchase and decision drivers (so you can improve your top-of-funnel messaging); and why they decided to buy from you–or not. Bottom line: Only by engaging with customers in a non-sales context can you (ahem, Marketing) understand what the world looks like from their perspective. Which then allows you to craft a relevant an powerful value prop and differentiators.
So Sales–next time you find yourself editing an Elevator Pitch late one evening, stop. Instead send it to Marketing with a note that says, “Hey, Bob London says this is your job!” and then go have a cocktail.
I had a blast being interviewed on the Bootstrapped podcast, courtesy of the University of Maryland’s Dingman Center for Entrepreneurship where I’m privileged to serve as Entrepreneur in Residence. Co-hosts Elana Fine, Managing Director Dingman, and Joe Bailey, Associate Research Professor, Robert H. Smith School of Business, are excellent interviewers who asked me some thought provoking questions. As you’ll hear there were plenty of laughs along the way.
Why should you listen? To quote the Dingman web site,
During a time when there is a constant “war for customer’s attention,” London advocates for listening. If your startup is not getting customers, try asking someone, “What would make you a customer for life?” Starting with a customer’s “elevator rants” or complaints about a product or service makes for a solid foundation for a new enterprise.
Enjoy the podcast.
Link to the Dingman site here.