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Calibrating
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You're in a conversation with your client and they seem closed to anything you propose? Ask them this: "Do I have your permission to put you in an uncomfortable spot?" You're asking for a No. Because with that, it's one more red flag on. If they say Yes, then you can ask them directly whatever you're thinking. And now you can go with your craziest idea, thinking big for your client. |
Rod Aparicio
Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
The time you're able to say 500 000 (dollars, euros, etc.) as naturally as when you say 600 is the time you're in control of the conversation. Until then, your counterparty will have the upper hand.
Your customer knows what they want. And the don't know what they want. Both at the same time. Knowing what they want is about the desired outcome they're after. In that, they're always, absolutely right. Knowing exactly what the thing to get there... they're mostly wrong. And that's where you come in. It's your job to move the conversation from their self-prescription to what they desire, and from there, figure out a way to help them get there. That's your expertise.
"The customer decides when and where to spend their money. They have the power." What do you think of it? Is it true? Approaching your market like this means that you have little to no power in the relationship with your prospects, customers, competitors. It means that they are above, and they need to be accommodated. That they say, and we do as said. That what they say is rule. That we don't challenge. That we don't speak our minds out. That we don't know better. That we're not experts. And...