by Rolf Gutknecht, Agent of Change (c) 2012
A friend of mine sent me a video by email last week that, as a marketer, I loved. It was one of those ‘old school’ videos featuring “America’s best salesman”…Elmer Wheeler, who’s message is as relevant and meaningful today as it was when he delivered in the 60’s. After watching it a number of times, and because of the subject matter, it made me think of an interesting way to look at what the brand experience is all about.
[youtube=http://www.youtube.com/watch?v=UW6HmQ1QVMw]
So here goes:
Imagine that you and your significant other decide to go to a well-known, fancy-schmancy steakhouse for a special night out dinner. Have that in your mind? Good. Now, picture another steakhouse of similar reputation. Both of the steakhouses prepare the same quality of steak but with one difference….. whereas the first restaurant makes a steak the way it’s supposed to be made (a thick clean cut, placed on the center of the plate) and presented with some tasty vegetables nicely positioned on the side and professionally put on the table, the second restaurant has a similar plate presentation but with no steak on it. Their steak gets delivered just a minute later on a hot stone tablet to your table…simmering and sizzling. The waitress presents the steak with elegance, and sprinkles some salt and pepper on top. While the aroma of the steak makes your mouth start to water and the sizzle gets your full attention, she begins to tell the story of the family who own the vineyard of the wine you selected. What a different brand experience that is! Same item, same quality, different way to engage the consumer. The difference isn’t about the steak but rather about the sizzle.
So why does the “sizzle” matter?
1. Anyone can make good steak
As we know, product or service quality is a fragile thing. No matter how many patents you have, how well you have integrated your supply chain and perfected your quality standards, no matter how much money you spend on R&D, anyone who really, really wants to go after you will eventually copy what you do or make and perhaps even perfect the product you so passionately protected.
2. The sizzle is a difficult thing to copy
Branding, brand equity and brand engagement are difficult to copy. They are strongly linked to your brand, and your brand alone. The depth of everything “surrounding” the product is complex, deep and interwoven with stories, emotions, associations, you name it…all those good things that make a brand unique!
3. The sizzle adds the emotional layer
Back to the restaurant example: Guess what? People will come back for more. Not just for the steak, but for the feeling they get when they are IN that experience. Human beings thrive on emotions, and seek repeat of pleasure.
Now, I’m not suggesting for one minute to only focus on the sizzle. Without that good, juicy, perfectly cut and excellently cooked filet mignon steak there is no reason to add sizzle in the first place! The sizzle is the icing on the cake; without cake there is no need for the icing.
Selling the sizzle and not the steak is something good marketers have known since forever. Give your customers the meal that they desire…and they will come back for it time and time again.
by Rolf Gutknecht, Agent of Change (c) 2012
I’m not sure about you, but in the deluge of emails that comes my way each and every day, it’s real easy start deleting them without even thinking about whether there’s content that might make my life and that of my clients easier and better. So, I stopped doing that about 
6 months ago and now take the time to open each one and at the very least scan for interesting info. Maybe I’ll see something about trends, or research data, facts, or a tidbit about helpful hints. Without doing so, I’d miss out on stuff I should know about and, respectfully said, that’s probably the case with you as well.
Well, with your indulgence, I wanted to share with you 10 pieces of information that you may not be aware of which in turn will help you grow your business by seizing on untapped revenue-producing opportunities. So, here goes:
As I said, it’s easy to delete a bunch of good information that comes your way because of time constraints, being short staffed or being overwhelmed with email after email. But this is all good information that I received and looked over before I hit the delete key. If you’ve read this far, you’ve made the same thoughtful decision as well.
by Rolf Gutknecht, Agent of Change (c) 2012
We grew up with the belief that the best idea always wins. The best person always wins. If you build a better mousetrap people will beat a path to your door. That might have been true when the world wasn’t inundated with one sales and marketing message after another. But the fact is, today the best idea does not win. The best idea does not get credit and the best product does not win if nobody pays attention in the first place. (Take 5 more seconds and reread that last sentence and let it wash over you.)
It doesn’t matter how great your blog is if nobody reads it. It doesn’t matter how creative your ad is if you don’t have money to run it. It doesn’t matter if you’re the best food manufacturer, if nobody buys your products. It doesn’t matter if you’re the best hospital if people in need go elsewhere. It’s not about being the best. It’s about finding a way that you can take who you are, what you make, and what you offer and create a relationship with prospects and current customers that is instantly captivating.
Think of it like this. Imagine that on the other side of the door from where you are is where relationships happen, loyalty happens, sales happen, profits happen. On the other side of the door, success awaits. But to get there, we have to get through the door. And before we do that, we have to knock. And if we can knock in a compelling, persuasive and interesting way and introduce ourselves, and if we provide people/customers with messaging and content that is instantly captivating, and if we knock in the right way, then the door opens and we get to go through to the side where all the good stuff lives. But to ignore the door that you have to go through is setting yourself up for failure.
The reason is that we live in a world with ADD due in large part to the addictive nature of the Internet. The average attention span used to be 5, 10, 15 minutes, but now, the average attention span today is roughly 9 seconds. Nine seconds! Your brand might only get 9 seconds to communicate a message, earn a little bit of loyalty, build a little bit of trust so you can continue the conversation before your customer starts getting distracted! Nine seconds isn’t a lot of time, so what could you possibly say in that time or less to get someone’s attention? I think it starts with presenting your message in a way that’s captivating in clever and unexpected ways. It grabs people’s attention and has them focusing on the message and not thinking about the other stuff that could come into their mind. They’re engaged…captivated. In doing so, you start connecting with them, which allow you to persuade them. Get them to trust you. Get them to believe you. Get them to want to connect with you. So when your competitor tries to pull them away, they stay loyal.
Having been in the advertising/marketing business for quite a number of years, working on Fortune 100 accounts and mom-and-pops, and everything in between, I’ve seen and learned a few things I want to pass along: As a company, you have a choice. You must either have an enormous budget to make sure no one in your category can compete with you OR you have to captivate people’s attention. With a big budget you can drive awareness through exposure over and over again to make sure you get your message out in front of your customer – even if you have a boring message. The other choice is if you don’t have the biggest budget (raise of hands please), in which case you have to have a captivating message so customers will pay attention, listen, remember and act upon it. What you can’t do is NOT have the biggest budget and NOT have a compelling, fascinating, attention-getting message at the same time. Then you fail and go out of business. That’s just the fact! My guess is that you could name a few companies in your business category that are no longer around because they were ho-hum..right?
Forgettable and boring marketing materials, tiresome page-turning ads or lackluster customer service will not get it done. People forget stuff in under 9 seconds if it’s anything less than captivating, enamoring or entrancing. Ask yourself why it is that you remember some ads or marketing messages. It’s not because they look or sound like every other company or ad or they use business babble that says nothing. Not a chance. You remember them because they had a strong, unexpected point of view and a distinctive message. They were captivating.
So, as you begin planning for 2013 and thinking about how to make it the best year yet, I’d ask that you reread the title of this blog and use it as the mantra for your future marketing initiatives. It’s that significant.
At my daughter’s college volleyball game this past weekend, I struck up a conversation with a guy who let it be known that he was the Director of Marketing for a company that owned a few hospitals. Knowing something about hospital marketing, I asked him about his competitor’s marketing activities and he then told me he thought one competitor was doing this and that another was doing something else…he thought. I asked him how sure he was about those things and he said “Honestly, that’s why I said ‘I think that’s what they’re doing’ because I really don’t know for sure.”
With more work to do with less people, budgets and services, along with not putting in place research that would tell them differently, it’s easy to see why lots of companies don’t really know how their competitors are marketing themselves and their products. One thing we all know for sure is that times have changed and, as a result, it’s more critical than ever to have competitive intelligence for the benefit of the company’s future…as well as not having your boss say “What do you think about the new ad for ABC Widget?” and you haven’t a clue. It’s just not a good place to be…I know.
So what can a budget-challenged marketing professional do to track the competition without taxing already limited resources?
Let’s start with a few basics: Know who all your competitors are–not just the obvious ones, but the ones flying under the radar as well. Simply put, competitors can be direct (those offering nearly identical goods or services as you do) or indirect (those offering different types of products that answer the same needs). Staples and Office Depot are direct competitors; Sam’s Club is an indirect competitor.
From that point on, it’s about keeping your ears and eyes open. Again, while it seems oh so obvious, when was the last time you looked at a trade magazine or business journal or dug around online to see who’s saying what to your customer or prospective customer? What did the competitor’s ad say; the trade show booth look like; how did their packaging show on the shelves; or what did their last promotion look like? And let’s not forget about all their online initiatives.
On that note, here are some things I do to get intelligence on “the other guys”. An easy place to start is with Google Alerts. Plug in the name of the competitor or associated products and let Google send you daily messages whenever related content appears online.
Then there are the websites. Ask yourself when the last time you visited a competitor’s website and what did you see? For example did you notice things like the kind of content and the different formats used; any social media networks they are part of; what media coverage they received and the different topics they issued in their press releases?. What about looking at their content, which will give you an idea of what they’re trying to rank for. And here’s one for you: how many different websites do your competitors have? It’s quite possible that maybe some of your competitors have more than one website. Time to look for them.
You can also check out the social media profiles of your competitors on Facebook, LinkedIn, Twitter, etc. or use a social media search engine such as SocialMention.com to see the kind of content they post and who they follow and who follows them. It can also reveal what others are saying about your competition, good and bad. And then there are corporate blogs. Studying the blogs by your competitors, if they have any, can help you know what kind of topics and categories they cover because it will help you ensure that your blog follows a different and better messaging strategy.
For those that are saying “yeah, yeah, yeah, what else?”, well, a backlink analysis of your competitors’ sites will give you a basic idea of where they are getting their links from. For this you can use sites like Open Site Explorer. They show up to 1,000 backlinks for free and even more if you use their paid version. Backlink analysis often brings up sites where your competitors might be advertising and those links give you information on some of these popular sites (they did some research – gain from their knowledge).
Did you know about a little known tool from Google called Double Click Ad Planner? It’s for finding out detailed demographic information about your competitors’ customers. As well as giving you reliable figures on how many visitors your competitors’ websites get, you can also find out the age of their customers, income, gender, education level and more. And while we’re on the subject of Google, if Google’s the one ranking your business against your peers, then it makes sense to understand who Google thinks you’re similar to, right? Here’s food for thought: type in your own URL in the searchbar and see what comes up. You may be surprised.
So, am I trying to intimidate you by showing you just how much competition there is out there today? Nope. But it’s important that you’re aware of it so that as you monitor competitors’ actions, you’re looking at the right sites and in the right direction. Because times have changed and your competitors are no longer just the names you’ve always known. Your competition is anyone who gets themselves in front of YOUR customer’s line of sight. Frances Bacon’s quote “Knowledge is King” couldn’t be more right on.
In my day-to-day work, I speak and meet with a number of companies that are really good at what they do. In fact, some are just outstanding at their specialty or niche. The problem is that too few people know about them. You practically need to trip over them to know that they exist.
Almost invariably, the VPs of Sales & Marketing for these companies voice their frustrations over the fact that while the company is good at doing what they do, they’ve not grown sales, nor increased their customer bases or product volumes, nor enhanced their brand visibility as their executive management team would have liked. In many ways, their companies end up becoming their respective industries’ dreaded “best kept secrets.” If this sounds painfully familiar, let me offer up a reason why this has happened and how to avoid this trap.
First, one needs to remember that there are two different sides to your business. One is what I call “inside reality” and the other is “outside perception.” The “inside reality” are all the things your business does that makes it valuable to customers and gives you a competitive advantage in the marketplace. It’s all your skills, people, expertise, service, commitment to excellence, passion, and the way you conduct your business.
I’m sure that if you asked your customers why they bought from you, they could tell you something quantifiable, specific, and instantly obvious. They might point to specific benefits for doing business with you and say, “That’s why I do business with you, that’s why I refer my friends to come here, that’s why I’m a loyal customer, that’s why I don’t mind paying a bit more for your products, that’s why I keep coming back.”
The problem then isn’t your “inside reality” but the “outside perception,” which is how prospects PERCEIVE your company, if they perceive it at all. Very commonly, there’s a fundamental disconnect between your inside reality and outside perception.
See, regardless of how good you are, or how good your “inside reality” is, your prospect isn’t going to be able to figure it out based on marketing that doesn’t address their outside perception. Take, for example, a bank that offers personal service. Their inside reality is they greet every customer by name, open the doors as each customer enters and leaves, and offer individual financial advice based on the customers’ specific banking needs. We’ll also assume their current customers are genuinely impressed. But the outside perception of non-customer prospects is that all banks are pretty much the same and all talk about personal service while most don’t deliver on the promise – and it’s not really that important to them anyway. Once a bank starts from that outside perception as the basis of their marketing, the solutions become entirely different. And so do the results. But the bank that continues to market based on such inside realities, especially in a non-creative or expected manner, will remain invisible to prospects because they’ve seen it all before.
You have to start by seeing your marketing through the eyes of a jaded, disinterested prospect who thinks they know all there is to know about you, or at least about the business you’re in.
So while “best kept secrets” might be seen as good for restaurants, traffic shortcuts and travel destinations, they’re NOT great for business. Don’t get lost in the noise. Whether it’s online, offline or thru social media channels, wave your ‘marketing arms’ and let people know you’re there. Because being in business and not promoting your value as you should is like winking at a cute girl (or guy) in the dark. You may know what you’re doing but she or he sure doesn’t.
by Rolf Gutknecht, Agent of Change (c) 2012
The GPS is a wonderful invention for anyone who’s had to get somewhere they’ve not been before. Whether you get directions from your SmartPhone, Mapquest, Google Maps, dedicated GPS device or even the old paper map, there are only two pieces of data to plot your route: where you are now and where you want to go. Sounds pretty simple, right? Yet how many companies, maybe even yours, have launched into a marketing campaign without really considering these things! Unfortunately, not having a clear picture of where you are now and where you want to go leads to not getting anywhere because one critical factor is missing: a overall marketing strategy.
Time and time again in speaking with CMO/VP/Directors of Marketing for companies large and small, they tell me that they need to execute marketing programs, but then tell me they “don’t have time to develop a full strategy.” I’m not kidding. It’s actually easy to understand, given all the exciting marketing tools available today, including social media, email marketing, location-based apps, etc. It’s easy to confuse these tactics with strategies. Too often I see people focused on the newest and sexiest marketing tactic du jour without any appreciation for how it fits in an overall marketing strategy. I’ve also seen entire marketing plans that consist of nothing but a series of tactics strung together one after the next without an over-arching marketing strategy.
So, what’s the difference between strategy and tactic? A strategy is the broad roadmap that defines where you are now, where you want to go and how you’ll get there – taking into account your product or service, what the competition is doing, which direction the market is heading, and what you’ll need to do and say that gives your company the competitive edge. It’s the big picture. Tactics, by contrast, are the specific tools you use to do this: Write a blog. Send out a newsletter. Develop an app. Run an ad. Be more visible at tradeshows. Etc.
It’s easy to start with the “how” but if you haven’t identified the “what”, you may find yourself spending a lot of time executing tactics that don’t take you where you want to go and in so doing, you’ll be wasting time, resources and losing out on sales-producing opportunities.
The confusion compounds when I hear some marketing folks talk about their organization’s “online marketing strategies” given all the attention to social media, online and mobile tools. You shouldn’t have an “online” or internet marketing strategy any more than an you should have an “offline” strategy. What you do need is one, single integrated strategy that looks across all delivery platforms whether online or offline, print, broadcast, or mobile. Your customers don’t have an online self and offline self and neither should you. Think holistically about all your marketing initiatives. Otherwise you’ll drive your customers and your own team crazy.
So at the end of the day, executing marketing tactics without having a well-developed integrated strategy is like leaving your roadmap tools at home and taking off on the drive without concerning if you’ve chosen the right road, highway or turnoff. You wouldn’t haphazardly set off on an important trip in your personal life so why let it happen with regard to your company’s marketing activities. You’ll never make it to the right place taking the wrong roads.
by Rolf Gutknecht, Agent of Change (c) 2012
Tell me a fact and I’ll learn. Tell me a truth and I’ll believe. But tell me a story and it will live in my heart forever. — Indian Proverb
Ever wonder the best way to represent your product or service to prospective clients or customers? Here’s something to think about. Stop talking about the features of what you offer. Don’t even focus on the benefits. Don’t tell me how good you are or why you’re better than the competition. Instead, tell me about a situation your customers typically find themselves in. Paint me a picture of how that situation is improved by the use of your product or service. Show me what success looks like. Capture my interest with people or places that resonate with me. Don’t focus on you, your company or your products. Instead, tell me a good story!
Since the beginning of language, stories have continued to teach, inspire, entertain, motivate and engage us like no other form of communication. From bedtime stories when we were young to story time in elementary school to the sharing of family stories around the dinner table, they connect us on a much deeper level than any list of advertising bullet points could ever do. For those not convinced, try telling any favorite story using only bullet points and then decide which format people find more memorable and meaningful.
Recently, my business partner, Dan, and I met with a mid-sized “challenger brand” company to talk about their business goals and how we could help them grow their business in the face of a number of competitors. Tom, the company president, talked about his products and their features. It was the same stuff we’ve heard time and time again from other companies in his industry. It was only when he got away from the rattling off of bullet points and suddenly spoke emotionally and passionately about how one of his customers was saved from the brink of bankruptcy because of his company’s tailored services did we immediately feel more connected with his business.
So what’s the secret to good storytelling?
Well, there is a right way and wrong way to tell stories. The secret lies in making an emotional connection with buyers because emotions play the dominant role in most decision-making processes. We need to tell our stories with authenticity and real passion in order to cut through the information overload that buyers experience and the BS shields they put up. On that note, talk like a human. Enough with the business babble. Don’t worry about sounding smart. It’s alienating and condescending, and your story will be quickly lost on your audience. Talk like a human being that cares about making meaningful relationships with people.
So how do you relate your story to the reader so that it resonates and motivates them to take action in the form of purchase or even just their wanting to retell your story and spread the word? Here are few things to think about:
So that’s my story for today and I’m sticking to it. What’s yours? Go out and create your own stories and “live happily ever after.”
by Rolf Gutknecht, Agent of Change (c) 2012
I had a phone conversation with a prospective new client (I’ll name her Amelia) last week and during our talk, I mentioned having seen a cable TV ad that her company had run recently and was wondering if it had produced growth in sales inquiries or better yet, generated more sales. Her response is something that I’ve heard more times than “Doan’s has pills.”
Amelia reported less-than-stellar performance, which didn’t really surprise me. But she fingered the blame on the media type…and not the marketing process or the message. The spot was flat-out boring and crammed with too many feature points. The message itself had no spark; the ad employed uninspiring, overused stock images that everyone has seen on other companies’ commercials; and while it had a lot of words attached to it, it said nothing. I know you know the kind of ad. You see them every day in trade publications, direct mail, online and yes, even on TV.
When I politely asked her if maybe it wasn’t the media but the message, my suggestion was immediately dismissed as “no, no. that’s not it. Cable just doesn’t work.” In this case it was TV but I’ve heard it for most every B2B and B2C media type there is. So I quoted to her legendary adman Bill Bernbach’s “golden rule”: “The truth isn’t the truth until people believe you, and they can’t believe you if they don’t know what you’re saying, and they can’t know what you’re saying if they don’t listen to you, and they won’t listen to you if you’re not interesting, and you won’t be interesting unless you say things imaginatively, originally, freshly.”
Now before I move on, please take another 15 seconds and read the above quote again and let it wash over you…it’s that important.
You see, what this timeless observation says applies to everything a marketing executive does in communicating a brand’s promise or a product’s sales message, and then needs to shine through like a huge Klieg light within your ads, your sales support material, your promotional initiatives, your tradeshow booth, your collateral and your website.
Taking the uninspired or predictable way out leads to self-inflicted mediocrity which we all know is like a communicable disease. It starts with a so-so idea and coupled with a lack of interestingness and imagination, it infects every aspect of your marketing to the point that regardless of how and where you present the message, your current and prospective customers will not give it two seconds of thought as it passes by, only to become part of the background noise and clutter.
I’m not sure about you but one of the main reasons I decided that advertising and marketing was what I wanted to pursue as a profession was because I loved coming up with marketing ideas that would make people sit up and take notice in a sea of indifference.
If you want your marketing to actually change the trajectory of sales, if you want yourself to be seen as an idea person rather than a “fulfiller” of marketing stuff, then the status quo is not an option. You need to create new truths for your company that people believe in because you say things “imaginatively, originally, freshly.” To do otherwise, especially in today’s economy, is unacceptable.
Back in the early 1940s, Rosser Reeves of Ted Bates & Company coined the phrase “USP – Unique Selling Proposition.” The term referred to a having, finding or creating a distinctive point of view or reason to buy that is wholly different from the competitions’.
But as a catchphrase, USP is so 70-years-ago!
In the 80’s, marketing agencies, HR consultants and motivational speakers started using the term “elevator pitch,” which kinda says the same thing: What is so special about you (or your company, or your product) that you can express it in just 30 seconds on the ride up the elevator and expect the listener to get it? We hear that term a lot in angel and investor meetings.
More recently, we find ourselves using the phrase “value proposition.” And we’ve shorted the time to about 5 seconds, but we’ll settle for 30, just as long as it clearly tells the story.
Your value proposition is the answer to the question “what customer objective does my company help to achieve better than anyone or anything else?”
Whichever term you favor, USP, elevator pitch, or value proposition, without it, without a good one, you’re dead! If you can’t very quickly describe what makes you, your product, your service or your company truly special in the eyes of the customer, don’t expect your customer to do it for you. By default, they’ll just put you on the shelf called “commodity,” and there you’ll stay.
Every business, no matter what the business, starts out with the same baseline of customer fulfillment as its competition. If you have a fast food restaurant, for example, you might say your value proposition is fresh entrees at reasonable prices. But then, doesn’t the competing restaurant down the road also say that? So that alone doesn’t really make you special, does it? Poof, you’re a commodity! You’re just the same as everybody else.
On the other hand, your value proposition has to be one that is not merely unique but deserves an exclamation point in the eyes of your customer. It has to create a real sense of Wow! or there really is no value, just proposition. What can you say that captures the imagination and puts you in a class all your own? That’s at the very heart of making a sale or losing out on one.
I’ll be honest, defining your value proposition takes some real corporate soul-searching at the most fundamental level. It requires seeing yourself from your competitors’ customers’ point of view. It may even require re-inventing your organization so that there’s an entirely new but better value proposition than the one you’re claiming now.
Commit to asking yourself, just as soon as you finish reading this post, “what’s our value proposition?” Ask your associates and see if their answers agree with your own, and if they can articulate it in less than 90 seconds. Aim for 30. (For my company, we can do it in two seconds: “Agent of Change.” We even own the registered trademark on it!)
Your value proposition is the very cornerstone of your business. All sales and marketing must emanate from it. The stronger your value proposition is…
…and the more clearly it expresses your unique ability to improve your customer’s lives…
…and the most concisely you can articulate it between elevator floors…
…the more confident you can be in betting on your company’s success!
You’d be hard-pressed to find someone who’s going to describe today’s economic marketplace as anything but temperamental. The natural inclination is to take a defensive hunker-down mentality, downsize, and play it safe. The truth is, however, you should be looking at things (especially your customers) quite differently.
Most businesses look at their customers from the inside-out based on what they want to deliver. (In other words, you’ve created your own Kool-Aid and you’re drinking it, so your customers should too, right?) But customers see any business from the opposite perspective, from the outside-in.
Let’s take these two views apart for a moment.
Inside-Out thinking begins by asking, “What are we good at? What are our capabilities and products? How can we use our resources more efficiently?” This thinking limits the company’s business opportunities because it means the company is less sensitive to how the customer is interfacing with the market. They’ve slipped into thinking it’s “all about us and what we sell.” Inside-Out companies are surprised by poor sales results. They don’t feel threatened when a new competitor enters the market. They’re out of touch with what value they really bring – or don’t bring – to their customers, or what their customers think of them compared to competitors. In short, their mindset is “Here are our products and services and this is how we help you.” The problem with this approach is that it relies on your customers having to work to find a place for your solutions in their lives.
Alternatively, companies that think Outside-In focus on the customers’ point-of-view. They stand in the customer’s shoes and view everything the company does through the customer’s eyes. They depend on marketing to increase the conversation they have with their customers which in turn allows them to seize on business-building opportunities. They ask their customers what their upcoming needs are and then figure out how to give it to them. By shifting the focus so significantly, they open up a much broader set of opportunities. These companies don’t wait around for change to happen but rather they create change by seeing their world through their customers’ eyes, allowing them to more quickly meet the customers’ needs.
The first tablet PC's were designed based on the manufacturer's point-of-view; Apple's iPad was designed from the consumers'.
A perfect demonstration of the difference is tablet computing. Tablets have been around for years, fundamentally as flat computers…in search of markets who need them. Apple, on the other hand, looked at how consumers use the Internet, music, photos and video content, and came up with a convenient form factor that is, in essence, an Internet devise, not a computer. The rest, as they say, is history. That’s Outside-In thinking at its best.
So what’s this all mean? Well, fundamentally, if you’re not stepping out of your comfort zone and taking a hard, honest look at your business and its products through your customers’ (and non-customers’) eyes, you’re putting a lid on your growth. If you’re not communicating to your customers on their terms, they simply won’t care. Having an Outside-In attitude ensures that your company delivers the value buyers actually understand and appreciate. Conversely, the old phrase “if you keep doing what you’ve been doing, you’ll keep getting the results you’ve been getting” has never been more true.