Pepsi marketing and the performance coach

UW Madison 4x100 Anchor

Steve is a performance coach. So of course before he left his employers to set up his own business he prepared diligently.

One of his preparations was to find the most successful businesses to model his marketing on. He studied the Top Ten performers in the Fortune 500 (why aim lower?) and easily came to the conclusion, “I need to be seen by as many people as possible.”

Accordingly, he had a thousand posters printed that said Steve Gibson: Performance Coach and pasted them up in all the highest-traffic areas of town. He bought radio ads and made plans for TV when the budget improved. He spent his free $75 Adwords voucher and another $300.

His total new clients? Two.

*sad trombone*

So THAT didn’t work.

Steve, always adaptable, tried a new tactic.

A number of clients had followed Steve over from his employers to the new business, and he asked if he could interview them. He asked, “What do you like most about our work together?” and “Why would you recommend me to others?”

“I love the way you discuss the mechanics of what I’m doing and the underlying science of it!” said one. “I love understanding the process, not just improving it.”

“You don’t patronise me and you always explain.”

“I feel like I’m part of the work, and it’s not just happening to me.”

Steve put this all together and then asked one follow-up question to his clients: “So you really enjoy the way I demystify the work and put you in charge of it?”

The response was an overwhelming YES. (And one, “Also, you’re cute.”)

Steve thought about this for a long time. The number of people who decide they want a performance coach AND enjoy taking most of the responsibility for their work is… small. Of the ten thousand people passing his posters maybe a hundred would fit that profile. (Maybe less!)

Steve thought ruefully, “And all hundred of them are probably jogging past with their iPod on and not looking at the posters anyway.”

So what now, Steve?

One of Steve’s mantras: When conditions are adverse, change the playing field.

Steve got some shirts printed that said, “You know you can do better.” on the front and “Steve: your secret super-power” on the back. He started wearing them to chess tournaments, triathalons and competitive sports of all kinds.

Those shirts started up some interesting conversations. They also led to ten new clients in the first month.

High five, Steve!

Steve isn’t Pepsi. And neither are you.

Pepsi is in dire straits if only 100,000 people buy their product, so Pepsi wants to be in the mind of the entire world. To achieve this goal they use mass-broadcast multimedia advertising: it’s expensive, wasteful, and not very effective. (It only works at all because the numbers are so large.)

We know this, but we don’t always know the alternatives. Steve is an adaptable and creative guy and was able to think up a clever way to redefine his audience and how to reach them.

He’s rare: you and I both know business owners that have refused to change what isn’t working, and watched their businesses go slowly bankrupt.

But you can do something Pepsi can’t.

Pepsi (and every other mega-brand) needs so many customers to stay afloat that they have to be generic and impersonal. (They do use targeted branding, but “geeky students” is still a very large group.)

Big companies find it almost impossible to do one magnificently effective thing that you can do easily: making their customers feel special.

If like Steve you say, “I’m only looking for clients who want to understand the process, and take responsibility for their own growth”, how appreciated and delighted and welcomed will your clients feel if they’re one of those people?

Everyone wants to be celebrated for who they are. If you can provide that experience, your clients will praise you to the skies and love everything you offer them.

This would not have worked if Steve hadn’t gotten very specific about who he wanted to attract. No-one feels particularly excited about being part of a huge group. (Which is why demographics suck.) You have to make your definition of Bestest People tight enough that it feels meaningful to the people who are in it.

If you’re thinking, “That sounds great. But how do I DO it?” Goddamn Radiant is here to help. In just three hours, you will be able to describe who your Bestest People are, where they hang out, and so much more. Stop trying to act like Pepsi, and start acting like the most effective version of yourself.

Creative Commons License photo credit: Mark Sadowski

 

The fabric shop, and our biggest marketing mistake

cashandjoy-fabric

Kim had a passion for textiles: colour, thread count, texture and fibres… they were her loves. And so she opened a business to sell fabric. Not just any fabric, but the best. Italian cottons, French linen, costume brocade and William Morris prints… a gorgeous effuserie of touchable hues.

On the very first day, Kim’s heart was full of dreams of freedom and potential. Through a rising choir, her heart announced that her fabric shop was going to be magnificent.

Her head, however, was thinking, “MUST MAKE CASH BY FRIDAY.”

Every time she made a decision, her heart and head started a vicious tug-of-war. Her heart cried, “We want to be bold, to be transcendent, to create, to be whimsical! We want to do the work that no-one else can do!” Her head muttered, “Look, can we make enough to pay the rent first? I’m on board once we take care of the essentials.”

To keep her head happy, Kim made some compromises. She advertised in wholesale magazines and made a big sale to a Taiwanese import group who clearly didn’t care about the fabric but knew they could get a good price for it. She made special offers to schools and sold bolts of cloth to students who “had” to sew a pair of shorts and planned to throw them out after.

The fabric shop was making decent money, but Kim’s soul was dying. After head and heart fought a vicious 3am guerilla war across her pillow for the sixth night running, Kim’s heart won.

The sign went up the next morning.

“IF YOU DON’T ADORE THIS FABRIC YOU WILL NOT BE ALLOWED TO BUY IT”.

Kim started demanding that her customers explain why this fabric appealed to them and was a better choice than any of the others.

A number of interior decorators were banned from the shop forever, and a few others were given special invitations to locked-door previews of the next season’s prints.

Orders started flooding in from designers in four different countries (Kim could speak passion in any language), and one noted Hollywood costume designer flew out just to browse her jacquards.

Kim’s business was finally magnificent.

The mistake we all make

Kim knew who her Bestest People were, but she didn’t market to them.

She ignored the people who could actually appreciate her work, in order to grab the attention of people who didn’t care. And because they didn’t care, she had to push and force and discount and make her work a thousand times less glorious to make it acceptable.

When said like this, it’s a ridiculous mistake to make. Why would you chase the disinterested instead of proudly displaying your goods – your greats - to the oh-so-interested?

Because we see our empty shop or website and we think ohshitohshitohshit. (Nature’s got nothing on us when it comes to abhoring that vacuum.) We’re so desperate to fill that empty space that we grab wildly at whoever’s walking past.

The dude who just happens to be wandering by probably doesn’t give a damn about what you have to offer. Crap! Well, we can’t lose him, so… let’s make some changes. He doesn’t like it to be spicy? Voilà! It’s less spicy. He doesn’t think it’s worth it at that price? Price dropped!

All of a sudden you have a business and marketing plan designed to attract someone who is never really going to value what you have to offer.

That’s fucking crazy.

The new plan

  1. Figure out who would love the hell out of what you do, with no cajoling.
  2. Market to them. Lovingly ignore everyone else.
  3. Make a lot of money, and love it.

Goddamn Radiant is here to help. In three hours, you and I will kick everyone out of the shop that doesn’t deserve the magnificence we both know you can deliver. Because you and your offerings deserve no less.

Creative Commons License photo credit: cuttlefish

 

The rules of cake (and business)

Gâteau mousse de Framboise

Quick! What are the rules of cake?

Thou shalt use an egg.

Thou shalt use flour.

Thou shalt use sugar.

Thou shalt add a flavouring.

Thou shalt bake it in the oven.

Wait. Except…

Vegans like cake too, so there are no-egg cake recipes.

And there are ones that don’t use flour for gluten-intolerant peeps.

And ones that substitute natural sweeteners for those who are reducing their calories.

And someone figured out how to make a cake in a mug in the microwave. (Genius.)

So… the only unchangeable rule about cake is that you must add a flavouring of some kind?

Is that all?

Why you need to learn the rules.

Some rules never change, and they are ones you should pay very close attention to. They tend to be the most boring rules, but they’re the baseline between success and failure. (Failure like flavourless cake, which is an abomination unto the Lord.)

Most rules can be changed, once you know what they are: to make a vegan-friendly cake, you have to know what non-vegan ingredients are in it. Then you can adapt and experiment until it works.

And a lot of rules can be abandoned entirely. The etiquette around cake has disappeared, only coming out coyly to visit at high teas. So have rules like “store-bought cakes show that you don’t care” and “no real cook uses pre-mixes”.

But you have to know the rules before you can break them, abandon them, question them, enshrine them or take them home to meet your mum.

So what are the rules of your business?

Want to know what rules are sacred and which can be gleefully broken? Start questioning your shoulds today with Goddamn Radiant, three hours to transform your relationship with marketing.

Creative Commons License photo credit: Rubyran