Roy's Blog: March 2015

March 23, 2015

People buy what they long for NOT what they need

Traditional marketing relies on researching what people NEED even though most people already have their needs satisfied.

Which means if you remain “needs focused” you will eventually end up competing on PRICE as the other attributes of your product are the same as other providers - if 2 products are essentially the same in terms of features, price is the only thing left to try and distinguish one from the other.

Competing on price is an ugly place to be. Customers love low prices; organizations not so much, as profit margins are squeezed and competitors can easily copy.

We need to turn from needs-centric research to “DESIRE research”.

What a person craves, covets, aches (for), hungers (for), itches (for), sighs (for), yearns (for), lusts (after) and longs (for).

These are the drivers behind what people spend their money on these days.

This is the new game that will separate successful companies from the mediocre and dying ones.

Desire-based offerings are personalized (no two people want exactly the same thing) and premium priced (people are generally prepared to pay more for an item they long for as opposed to what they need).

The basis for competition suddenly changes; price is no longer THE most important element.

The question becomes “Which organization best delivers personalized desire-based offers?”

A nice place to be.

Long term sustainable competitive advantage is possible.

Do you study your customers’ innermost desires? 

Observe and ask them.

Build your marketing machine around what you discover.

Check out my BE DiFFERENT or be dead Book Series

Other marketing articles you might like…
Playing the price cutting game isn’t good marketing, it’s insanity
8 ways to build marketing muscle
Dig for secrets; customer needs won’t cut it

  • Posted 3.23.15 at 05:02 am by Roy Osing
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March 16, 2015

There is ZERO difference between a #largebusiness and a #smallbusiness

Nothing. Nada. Niente. Ingenting.

“The world” makes out that there is a HUGE difference. Some say large companies are more complex; others say they have greater challenges than their SMB counterparts. Others say to small business leaders “You don’t understand the intricacies of running a large organization.”

It’s all BS.

The truth is, large and small organizations face the same challenges:
- how to differentiate themselves from their competition.
- how to acquire and hold customers.
- how to improve sales margins.
- how to increase productivity.
- how to grow owner wealth.
- how to provide awesome customer service.

The difference really lies in leadership commitment.

How much personal effort, pain and agony leaders put in to see their aspirations fulfilled. How much “down and dirty” work they do in the trenches with their frontline employees.

In small organizations the leader has no choice but to be totally hands on 7X24X365 if they are to survive. They must have their fingerprints on everything in their organization from setting strategic direction to delivering customer orders.

The small business leader’s raison d’être is to win business every day. They can’t ask anyone else to do it. If they don’t do it, it doesn’t get done.

In small teams the leader not only has skin in the game, they have their organs as well.

In large organizations, on the other hand, leadership generally takes on a different look and feel.

Leaders have more resources to draw on so they delegate many responsibilities to their direct reports in the critical functions as marketing, sales, customer service, strategic planning and business development.

Large team leaders are taught not to micromanage; to assign tasks and empower people to do the work and deliver the results.

Many spend copious amounts of time in their office or flitting from one crisis to another careful not to step on a land mine.

Many pull in a generous compensation package based on growing shareholder value and see very little of the action on the frontline.

They organize and reorganize to address competitive threats.

They communicate to employees via email with minimal face-to-face engagement.

They make “field visits” with their corporate communications entourage to be seen and to present their helium-filled strategic plan.

There is nothing intrinsically different between a company of 5,000 employees and one of 10 employees.

It’s about leadership.

I wish that large company leaders would learn from their SMB counterparts.

But many won’t because they think their circumstances are unique and require them to lead differently.

Any wonder why large companies sometimes carry a more negative public image vis-a-vis small business?

The deciding factor is always leadership.

Check out my BE DiFFERENT or be dead Book Series

Other leadership articles you might like…
What do you do when your boss has a ‘dumb’ idea?
Gems of leadership from Grandma
Old school leadership is out








  • Posted 3.16.15 at 04:56 am by Roy Osing
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March 9, 2015

This position is the “VP of first impressions”...

The “Receptionist” is THE most undervalued position in any organization.

I take no issue with Marketing, Sales, Finance and Business Development folks getting attention.

But fair is fair.

Consider the facts. The Receptionist position is generally reserved for a new employee. Minimum compensation. Few credentials required. Literally no internal currency: “It’s only a Receptionist” attitude. Low rung on the hierarchical ladder. A position with relatively low perceived strategic value.


Who is the FACE of the organization when someone walks into your offices?

Who is the first VOICE they hear when they call in?

Your “lowly” Receptionist, that’s who.

She controls the impression that someone has about who you are and what values you stand for. He controls the experience someone has when they “touch” your organization.

She literally personifies the organization’s humanity that is projected to customers and business colleagues. If she CARES they conclude your organization does as well.

He deserves to be viewed in higher esteem and have a voice in how your organization is run.

Ever ask him how your business could be improved? What people think of you? What rules and policies should be changed to make it easier to deal with “the outside”?

Who in the organization is really helpful in dealing with a customer issue? How well people cooperate in solving a problem a customer has?

You should.

You would be surprised with his answers and the insights you get to improve your business.

Check out my BE DiFFERENT or be dead Book Series

Other articles you might like…
5 ways to move from OW! to WOW! customer service
If you piss them off, take them somewhere
4 ways to earn the right to #Bully

  • Posted 3.9.15 at 04:54 am by Roy Osing
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March 2, 2015

Great salespeople “touch your heart”

What defines a great salesperson?

The number of products sold and revenue generated?


Products and revenue are the result of the sales effort; the more effective “the effort” the higher the economic return.

Effective effort:

1. Starts with taking a long term view not exploiting the moment.
2. Is aimed at making the other person feel good not feeding the salesperson’s ego.
3. Builds the relationship not pushes products.
4. Has question-asking as its nucleus as opposed to telling.
5. Respects silence rather than hot air filled with nonsense.
6. Honours integrity and honesty not doing whatever it takes to make the sale.
7. Drives to achieve the outcome the customer desires not the sales agenda.

How do you know if a salesperson puts in effective effort?

Ask the customer if (s)he touched their heart.

Check out my BE DiFFERENT or be dead Book Series

Other articles you might like
Self assessment: Are you a sales stand-out?
Lose the sale but WIN the customer
What makes a great salesperson

  • Posted 3.2.15 at 06:54 am by Roy Osing
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