When you work in music, movies, or art. When you delight your audience with the unexpected. When you prepare them to expect the unexpected. Not in business, though. You don't want your customers to be misled. You want to surprise them, yeah; yet with an idea they're part of. There, you lead them. And that's how you delight them. PS.- If you want some fun misleading and are into the MCU (Marvel), do watch Deadpool. Great misleading (and tons of swearing, just FYI).
1 day ago • 1 min read
Yup. Buying into an idea and not quite questioning deeply... until I did: Category Creation. The main argument is that it... "involves the creation of new categories of products and services to introduce to the market. [...] Category designers present their products and services under a new category and educates the market on that category." And while this sounds awesome, it's not really "creating" a category. To create a category, it needs not to be existing before. And here's the thing:...
2 days ago • 1 min read
"Not my customers. They're fucking brilliant.You're fucking brilliant.And I respect you." Noel Gallagher Here's the thing Customers are not always right. They'll always be right on what they want (as the outcome). They'll most likely be wrong in what they need, or on what they want as the solution. You're the expert. You show them the door to a better place. You lead them through moving forward to not stay the same. Focus on that "1%". :)
3 days ago • 1 min read
Value pricing. There's a big misconception with it. It has nothing to do with your value —or how you perceive your own value, or how your customers have to understand what you sell to show them how you justify your prices. Or how much effort you put into it. Or how cool you are. Or how great your work is. None of it. Take yourself out of the picture. Value pricing has to do with what your customer values —what they believe is important. Value pricing takes this factor and prices in alignment...
4 days ago • 1 min read
Customers aren't supposed to "see" "find" "figure out" what's that that you provide. It's your job to help them see that. You're the expert at what you do; they, on what they do (and want). Make it simple.
5 days ago • 1 min read
Negotiation. How do you identify yourself in this case? Focusing on what's important for them (your customers)? Or playing with fire? Check this vid out, and let me know.
6 days ago • 1 min read
"No fucking way!" That's what you want to hear from your customers. As in: "No fucking way! That's really what we wanted all along. After trying with other options, how is it you got it SO fast?! That's amazing." You get to that by delighting them. And asking the right questions. And —while having a broad range of understanding— with a deep knowledge of what you're really good at. And willing to understand. To listen to get it, not to reply. And pushing them back on their thinking. And...
7 days ago • 1 min read
Hard truth: Customers don't hate anything more than "being educated" (especially by you). In the sense of "Hey, you, customer. I know better. Let me educate you." It's so obnoxious. Don't educate them. When you choose to educate others, it comes as condescending. And in a disparity of power dynamic. Come along and understand where they come from. Then, give them the information to make their decision. Show them the door.
8 days ago • 1 min read
Fast, cheap AND good. All of them. How? You might ask. Well, setting up the right frame. To have it fast, you'd assume time is the key element. But what if it's faster than the others? To have it cheap, you'd assume how much you can charge in comparison to others. But what if you provide options (with a high anchor)? 150 000 is cheap —compared to 5 million. To have it good. Well, if you can't deliver good, do something else. And if you can't deliver good, say no. Small detail here: this can...
9 days ago • 1 min read