February 2009

For example, a QuickBooks consultant who specializes in the construction industry, or perhaps engineers and architects who work with contractors every day, might partner with a local association. Deep experience (or extensive research) holds high value. It also gives you credibility. However, if you view this opportunity as a scheme, a one-sided strategy to sell your services to a captive audience, then you're in for a disappointment. Owners and managers who attend association meetings are skeptical. They expect a sales pitch.

So, be a contrarian: Be up-front and honest. Here's an example from a BillQuick Customer.

"Your association members want to survive and be ready for the next up cycle. You want to help them. They expect you to help them, that's why they're members. They don't want commiseration meetings. They want to walk away from every meeting smiling and thinking: I CAN DO IT! They want you to help them see the light at the end of the tunnel and know it's not a train bearing down on them.

"And frankly, I need and want them as clients. I want to grow my business. But I'm not a fool. I know most members won't hire me to consult or coach them. Some will join my group sessions - that's one of the services I offer, group advisory sessions. It's cheaper than one-on-one consulting and they learn as much from me as the others in the group. But for most people I help through your association, I know when the time is right, they will remember me.

"And here's my promise to you and your members: No sales pitches. Now's the time to give, not take. That's good marketing, for you and for me. Whether I speak at a local meeting or you sponsor an online webinar or I'm talking with a member at a meeting, it's all about giving. I want to teach them how to survive until residential and commercial real estate picks up again. I want to share insights from my years of experience. I want to help them become better managers and owners -- and to be ready for the next downturn long before it comes."

Strategic partnerships are all around you. Local, state and  regional industry, professional and business associations, accounting firms, law firms, consulting firms, competitors, software companies, web sites, and more. When you see an opportunity to collaborate with another organization, always remember three key rules:

1. Only seek marketing partnerships with organizations that you would have no problem referring your best customer too.

2. It must be Win-Win-Win. Partner mutual self-interests must benefit each other, but more important, the collaboration must first and foremost benefit the customer.

3. Document your understanding. Sometimes this might be a written agreement. More often you will know you're dealing with honest, forthright people. Emails, letters, a proposal or a simple "Letter of Understanding" may be all that's needed. They make sure everyone is on the same page.

First, look at your touch points with customers and prospects:

• Web site

• Emails

• Email signatures

• Brochures

• Letters and proposals

• Letterhead and business cards

• How everyone answers the phone is answered, their voice mail greetings, your automated phone attendant, and your on-hold music and commercials

• Invoices and statements

• Interacting with clients in person and on the phone

• Your company sign

• How you and your people dress

• Phone calls

• Office and other visits

• Etc.

All touch points should be consistent with your "brand". Your brand is essentially what you want clients, prospects and the market to believe about you. It consists of stated and implied benefits you deliver. Touch points influence how people perceive your brand. You can never control what people perceive, only influence it.

Second, get out from behind your desk and visit customers. Mike emphasized that calling customers is important. Getting face to face with clients in this economic climate is important. You won't be spending hours with a client. There's busy people too. Schedule 15, 30 or 45 minutes. Meet for breakfast, coffee, lunch, or just to drop by their office. All set a schedule to call to talk more.

Also visit past customers and re-launch your relationship. Apologize to them for not staying in touch. By the way, sending them a newsletter a few times a year, while important, is NOT staying in touch.

Nurturing current and past customers means you listen more than talk. Ask questions and listen to the answers. Treat the conversation like it is a research call and they have millions of dollars to share if you only learn the right things. Focus on connecting, that is, learning about their business (again). What is keeping them awake at night. What are they working on.  You not only nurture the client relationship, you will also likely learn about new  opportunities you can nurture too.

Keep in mind you're not calling or meeting with a client to add to work in hand. It is not a sales call. You are there to nurture the relationship, to show you care about their success, and in the case of past customers, rebuild credibility and trust. Of course, if there is a real opportunity for immediate business, go for it! 

Finally, improve one of your most critical marketing procedures: Follow up. Consistency rocks! Not following up on a client request, calling to stay in touch, missing a callback - any neglect of clients and prospects - is how you lose a client and never turn prospects into clients.

Build follow-up into your schedule. Nothing short of fire or an emergency should get in your way of follow-up. Do it whether you feel like it or not. No excuses. For many firms, this can be the difference between just surviving the economic downturn and thriving in it.