Finding customers: The Game's Afoot

Reading an old story recently from The Adventures of Sherlock Holmes, I found a unique description of what I call "entrepreneurial inertia."

The story, written more than a century ago, is called "The Adventure of the Engineer’s Thumb." In it, Sir Arthur Conan Doyle tells the sad tale of Victor Hatherley, a hydraulic engineer who recently started his own practice. Mr. Tatherley then got into a spot of trouble; he should have Googled his mysterious new client. Afterwards, he came running to Sherlock Holmes for help. Here's how he starts his explanation:

"Two years ago, having come into affair sum of money through my poor father’s death, I determined to start a business for myself and took professional chambers in Victoria Street.

“I suppose that everyone finds his first independent start in business a dreary experience. To me it has been exceptionally so. During two years I have had three consultations and one small job, and that is absolutely all that my profession has brought me. My gross takings amount to 27 pounds, 10 shillings. Every day, from nine in the morning until four in the afternoon, I waited in my little den, until at last my heart began to sink, and I came to believe that I should never have any practice at all.”

It's no mystery why this man had such a dreary experience. He didn't even try to market his business. He sat around and waited for customers to find him!

Sadly, a lot of business owners still do the same thing; sit around and wait for business to find them.

What about you? What have you done this week to attract new clients and get a "sure lock" on your market?

Losing Focus – Anyone can do it!

What’s going on, Starbucks?

Ted Matthews and his team of “brand coaches” at Toronto-based Instinct Brand Equity are accusing the international coffee chain of losing sight of its true self in its quest for growth. Of course, it’s the same problem that besets many companies that lose sight of basic values and operations as they grow.

“You’ve really been screwing up,” they tell Starbucks this week in their newsletter, Instinct. “Your stock price has halved in 52 weeks. You’re closing stores — terribly humbling for a company that has 16,000 units and wants 40,000 to cover the planet."

The grounds for Instinct’s complaint? “Bad service, poor product and dirty stores: these are the issues ruining your experience, your profitability, your Brand.

“You have too many staff with inadequate training, and substandard hires who lack a positive attitude.”

They also take aim at coffee temperatures (“the same drink can be lukewarm on one visit and tongue-burning the next”) and stale sandwiches.

The Brand Coaches conclude that Starbuck’s emphasis on growth has shifted its focus “from a consistent, high-quality coffee experience to a massive construction project.”

Their advice: “Focus on pleasing your customers — not the stock market.”

I reprint these comments in detail because I love to see companies called out publicly for non-performance – especially when it’s by people who truly love those businesses, and just want them to rediscover what made them great.

The question for you is: why would your best clients say about your standards, your attention to detail, your brand? Are you still putting the emphasis on customers, or are you being distracted by selfish concerns of your own?

What would a Brand Coach say about you?

(For more info on Instinct, see www.instinctbrandequity.com
To read their newsletter, click here.)

The Power of Testimonials

I regularly urge entrepreneurs to take greater advantage of testimonials. When a customer says you’ve done a great job, that carries so much more weight than anything you could ever say about yourself.

And if you have no positive customer testimonials, you should go out and ask for them.

Some people ask me, “But won't people assume we just made these up?” (Especially since customers’ identities are often obscured, for reasons of confidentiality). My response is that when you have positive, customer-written testimonials, they usually have a personal energy and tone that anyone can recognize as genuine.

So don't sit there making excuses – go out and collect some testimonials.

This rant was triggered by a recent e-newsletter article by Michael Hughes, the Ottawa-based “Networking Guru.” He calls customer testimonials “the perfect promotional strategy.”

After quoting an enthusiastic testimonial for another Ottawa-based speaker (Voyageur Bob), Hughes goes on to write:

“This unsolicited testimonial represents the most powerful, productive and profitable promotional strategy I have ever encountered. Stop looking for a magic bullet recipe that will attract clients or advance your career.

"Instead, hone your craft, develop your expertise or build your skills to such an extent that clients and colleagues will brag about you and your value."

Well said, Michael.
And you can quote me.

Read more about Michael Hughes or sign up for his free e-mail tips here.

Touchdown in the Snow

Toronto-based Veritas Communications publishes “Touchdowns and Fumbles,” a weekly newsletter pointing out recent PR wins (e.g. Stephen Harper’s GST-cut photo-op) and flops (the Pakistani government’s attempt to blame Benazir Bhutto for getting herself killed).

The latest issue also looks at a timely touchdown by a Canadian entrepreneur: Jonathan Carroll’s iTravel2000 "Let it Snow" promotion. His company promised to refund the retail cost of qualifying customers’ vacations in 2007/8 if it snowed more than 5 inches (12.7 cm) in their area (Montreal, Toronto, Calgary or Halifax) on Jan. 1, 2008. When the results came in, Montreal got 14.8 cm of snow on New Year’s Day, so the company is offering retail-price refunds to thousands of Quebec customers.

“This is the perfect way to start 2008 - by giving away thousands of trips,” said itravel2000 president Jonathan Carroll in a statement. “We’re now looking forward to coming up with another innovative new promotion to capture the imagination of Canadians.”

He could afford to be upbeat. itravel2000 had protected itself with the largest-ever one-day weather-related insurance policy – so it isn't paying up itself. Plus, as the Veritas crew said, the snow day allowed “itravel to parlay their fall gamble into coverage galore, including the lead story on CTV National News.”

Veritas added two useful points.

1. They praised Carroll’s customer-first attitude. “We loved that itravel president Jonathan Carroll was on the side of his customers and able to say genuinely that he hoped for enough snow to cut refund cheques.”

2. But Veritas caught one fumble: itravel’s messaging focused strictly on the promo that was now over. It didn't seem to have a new message ready to make the most of its PR bonanza. According to Veritas, itravel missed an opportunity to deliver a stronger message about its brand, “or even introduce a follow-up promo to sustain momentum… So they missed the conversion for what could have been a game-winning extra point.”

Just wait'll next year!

It's Not About You

I'm a big proponent of content marketing – which means using free information products (articles, speeches, books, comic strips, newsletters, podcasts, blogs, whatever) to build your brand and promote your professionalism and expertise.

People like to buy from people they know. People buy from people they trust. Content marketing helps you overcome these two fundamental obstacles – to get known and trusted. You show you know – and you show you care.

Anyone can do it. The photo at right, taken last month in Bellville, Ont., shows how easy it is.

Instead of promoting the company’s wares, or the latest half-price sale on cat-flavored doggy treats, Loyalist Veterinary Hospital used its roadside sign to offer passersby useful and timely information. Reminding prospects not to feed Rolos to Rover is a thoughtful thing to do – and shows that these vets are interested in something other than making a quick buck.

Because content marketing is about producing information that’s important to your customers – it’s not about you.