To stand apart from the competition, forget your standard industry marketing practices. To attract customers’ attention, you’ll have to dare to be different. As long as you present a valuable opportunity to your prospects, invest intelligently, and measure your progress, you can turn marketing experiments into profitable leads.
actionable advice:
Find your “-est.”
To stand out in your industry, you have to be more than just the best – you have to be the best at something specific. Explore where you stand by searching for superlatives, or words ending in “-est,” online; you’ll find a list of about a thousand words. As you skim the list, consider which words resonate with you the most. To establish your unique positioning, select a few that are in line with your objectives and your customers’ needs.
---
You need a clear goal to market effectively.
Visualize yourself at the foot of an enormous mountain. What could motivate you to climb to the top? Maybe you think it’d be really cool to get up there. But that alone probably wouldn’t be enough to overcome the challenge.
Now, what if your child were at the top of that mountain? And what if, at the same time, a villain were scaling the mountain to get her? That’s a mission that will get you going – a lot more than simple desire!
Similarly, if you want to maximize your chances of marketing effectively, it’s important to be aware of your mission, and your competition, from the get-go.
The key message here is: You need a clear goal to market effectively.
Before you begin developing your experiment idea, know your desired outcome. There are many different goals you might have: retaining a customer, getting newsletter sign-ups, or selling a certain product to a given customer. This objective, known as your “win,” is your marketing mission – the top of the proverbial mountain.
Next, you must determine specifically what your customers are looking for, and how you can meet those needs. Ask yourself what you’re promising to give to your prospects. If you offer a range of different products and services, which ones are going to be most appreciated by your prospects – and why? This will help you form your marketing mission.
Say you have a window-selling business, for instance. Your “what” would be a draft-proof window. That’s your promise to your prospects – in this case, homeowners. Meanwhile, your “win” is selling new windows. And your greater mission is to save homeowners from cold and drafts.
But remember our proverbial villain racing you to the top of the mountain? Keeping an eye on your competition can also serve as motivation. The author keeps a photo of someone he labels his “nemesis” – a greedy and dishonest so-called marketing expert – on the wall in his office. Whenever he’s unsure of the value of his offer, he takes one look at that photo, cringes, and gets motivated to outmarket him by doing everything differently.
Once you have your list of prospects, a marketing mission, and an awareness of the competition, you’re fully equipped to get to the nitty-gritty: budgeting.
---
Point your customers toward action by offering a simple directive.
You know how street performers have a container set out in front of them? When you pass a busker or a mime, it’s pretty obvious what they want you to do with that container: express your appreciation for their work by putting money in it.
Of course, you may not want to tip. But the fact that their request is so simple and specific maximizes the odds that you will. This is the power of a clear directive.
The key message here is: Point your customers toward action by offering a simple directive.
The final stage of the Get Different framework is designed to hold your prospects’ attention and keep them engaged long enough to take the next action. Remember your “win,” the desired marketing outcome that you developed earlier? Well, this stage is the time to communicate that to your customer.
When directing your customer toward your objective, it’s essential that you keep your call to action as simple and direct as possible. Adding steps makes it less likely your prospect will respond the way you want. On the other hand, an effective idea paired with a clear call to action can transform a business.
Take Dorothy and Ted Hustead, who in 1931 ran a supermarket in rural Wall, South Dakota. It was right after the Great Depression – and in the middle of nowhere – so customers weren’t exactly pouring in. But one hot summer, Dorothy came up with a way to draw people in: Why not offer free ice water at the store?
She decided to put up a sign on the road in the area advertising food and drinks, but the only direct call to action was, “Come to Wall Drug for free ice water.” Thanks to the simple directive, Wall Drug became a major tourist stop that summer – and attracted millions of visitors every year that followed as the store continued to expand. Customers initially came for the free ice water, but they came back time and again for the experience.
When thinking about your directive, ask yourself what offers instant gratification to your customers. And what satisfies their long-term desires? If you sell grills, for example, the instant benefit may be a free “easiest ways to fire up a grill” booklet. Meanwhile, the long-term benefit would be a functional grill that lasts.
Once you have a clear directive, you’ve arrived at the final stage of your Get Different marketing experiment.