Give customers a chance to weigh in before you write a single word of messaging
If your customers aren’t creating your messaging, it’s probably unconvincing. Consumer companies spend millions on gauging customer reactions to everything—from logos and ads to products and packaging. Catalogs test direct mailers; websites test minute details of page layout, button text, and color scheme; and toy companies gather toddlers into a room to watch them play. Companies selling to other businesses would do well to learn from their B2C cousins.
Here’s what happens when the customer is not involved. This is an actual elevator pitch seen online, as posted by a sales manager (name of manager and company to remain anonymous to protect the guilty): “[Vendor] solutions give companies the ability to increase revenues and profits using a standardized approach, with quick implementation and substantially lower risk and price than alternative solutions.” This was the entire statement—no additional information. Do you have any idea what they’re selling? Are you even tempted to find out? The claims are so generic and vague, most potential customers would move on without a second glance. This pitch fails to mention what is being sold and claims rather than demonstrates value. Had the company asked for customer input, they would have discovered which details could validate their claims and better engage the target audiences.
Instead of getting feedback on messaging you’ve already drafted, hand the customer the pen at the beginning of the process. Once you’ve defined your value propositions and written the messaging, it’s too late to get input. At that point, you will be less able and willing to hear the polite and subtle suggestions that you’re likely to get from a customer looking at the completed message.
Don’t write a word until you’ve listened. The Application Performance Management Division of CA Technologies found its deals bogged down at the budget justification stage. It had to find a way to demonstrate that the payback for the purchase was well worth the price. Though there were already some great success stories about past deployments, the marketing team realized they needed a more universal approach to demonstrate how their company delivered value. The team decided to ask customers what benefits they were deriving from use of CA products. CA interviewed ten customers and also spoke to several partners. The interviewers captured both qualitative and quantitative benefits. The value proposition, messaging, and return on investment (ROI) estimates were developed using the information and direct quotes gathered from customers. The team then returned to those same customers and several others to confirm that the method of demonstrating value was valid. The new messaging has been resonated with customers and has enabled the sales team to engage more senior decision makers with greater confidence.
There are other ways to ask customers to contribute to your messaging. If you conduct an annual survey, include open-ended questions about the value customers have received (and would like to receive in the future) from your company. Ask your customer advisory council to articulate in their own words why they chose your product or service.
By giving customers a chance to weigh in before you write a single word of messaging, you:
Of course, the open-ended conversations have the added benefit of giving you the opportunity to listen, learn, and build relationships with your customers. The conversations also give you the chance to identify additional ways to create value.