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The Distinction Between Needs And Wants

filed in Brand Story, Marketing

When we visit the doctor with a health problem, we are keen to have our immediate needs met. Perhaps we need pain relief or a blood test. Maybe we need a diagnosis and treatment. But alongside the desire for a physiological solution is the yearning for our intangible wants to be fulfilled. We need treatment, and we want empathy. A good doctor treats us—a great doctor makes us feel better. We value the great doctor’s ability to do both.

Things are no different when it comes to other experiences in our lives. Our hunger is satisfied when we eat the meal we ordered, but we enjoy the food more when the service exceeds our expectations.

There may be little room to differentiate your product or service based on customer needs, but the ability to differentiate on their wants is exponential. It’s possible to meet needs and wants in every interaction. How are you doing that?

Image by NYC Health

Bridging The Change Gap

filed in Brand Story, Brand Strategy, Marketing

We know that attention is the first essential step on the path to influencing others. We also know it’s not possible to inspire people to act or to create change with attention alone. There’s always a gap between gaining awareness, enabling action and gaining traction. You can buy attention, but you can’t buy trust. Trust is earned. Trust takes time. Trust is the enabler of connection and persuasion. The time between attention and action is what I call the Change Gap. To close this gap, we must first build trust and then reinforce the opinions and beliefs of the audience we’re trying to reach.

We bridge this gap with connection and persuasion. This is why for example, a hotel’s reviews on websites like TripAdvisor can make or break the business. When every hotel has a comfortable bed and free Wi-Fi, prospective guests are looking for another way to differentiate offerings, and reviews enable them to do that.

The act of persuasion gives people the opportunity to confirm whether what they believe is true. Things like providing more and accurate information, product features, measurements, photographs, pricing, demonstrations, reviews or recommendations help people to decide if your product or service is for them.

There are many real-world examples of companies who have successfully bridged the Change Gap, and industries that have been spawned by doing so. Think about the products and services we didn’t know we wanted but now consume or use regularly. Bottled water, ride-sharing services, reusable coffee cups, coworking spaces, bean-to-bar chocolate, yoga pants, nail bars, coconut oil and meal kits are just a few. The people and companies who convinced so many of us to try these products and services bridged the Change Gap by being purposeful storytellers. The same opportunity is open to you.

*Excerpted from The Right Story.

Image by Garry Knight

The Thinking, Feeling Customer

filed in Brand Strategy, Marketing

One of my friends brushes his teeth while he’s showering in the morning to save time. How much time, if any, is he saving? Probably not much. But that’s the wrong question to ask. It doesn’t matter how much time he’s saving. What matters is he feels like he’s saving time, so his morning routine persists.

As people with ideas and products and services to sell, we spend a lot of time trying to change people’s minds by appealing to logic. The people we’re trying to reach are not rational actors, and neither are we. We often choose to do what feels good above what makes sense. The ideas that spread, the products that sell and the services that get used, appeal to the thinking, feeling customer. And so should you.

Image by Carlo Villarica

Introducing The Story Compass

filed in Brand Story, Brand Strategy, Marketing

My new book, The Right Story publishes today. I can’t wait to hear how you’re using the new tools in the book to help you craft your messaging and engage more deeply with your customers. The Story Compass is one of those tools in the book. It’s designed to facilitate powerful, purposeful storytelling. It will help you to clarify what’s driving your story at any given time, and to consider how best to deliver your message as a result.

Using The Story Compass, together with the accompanying questions in the book will give you a better understanding of the change you’re trying to create, for whom, and help you tell the right story to achieve it. It enables you to define your story strategy and design your tactics. Before you begin to craft your message, you need to decide if the purpose of that message is to get attention or to deepen trust and connection. Is it to empower people to be open to persuasion or to act?

Once you know why you’re telling the story you can begin to work on how to best tell it. The tactics you use to get your message across are the how of your story—the means by which you carry out your strategy. What you say and do, when and where, has an impact on where you end up. A message that resonates relies on the communicator discerning the most e ective way to deliver it.

The clarity with which you show up, as only you can, changes how the story is told and with whom it resonates. How you go about your work can have just as much impact on your results as the work itself.

The Right Story is my invitation to you to think about the impact of the work you’re here to do and the skin you want to get under, the hearts you want to touch and the lives you want to make better.
Thanks for giving me a reason to write it.

Be A Powerful And Purposeful Storyteller

filed in Brand Story, Brand Strategy, Marketing

*The following post is an extract from my new book The Right Story.*

Throughout history, the technology of the day has always influenced how its users communicate and share ideas. How we think about spreading ideas is shaped by the resources available to us. How we connect and persuade is affected by the way we choose to deliver the message. When we’re face-to-face, we gesture and embellish. When we’re tweeting or texting, we use emoji and cut to the chase.

Our behaviour isn’t the only thing that changed over time. A subtle change in our mindset simultaneously took place too. We began to focus less on the drivers of change—the reasons behind those interactions we initiated. And we started to prioritise the immediate benefit we wanted to get from the interaction. We neglected to build trust before sharing the message and instead obsessed over just delivering it. The result is that we have changed from purposeful storytellers, who care about how the audience or user feels, to pragmatic communicators who prioritise ‘getting the word out there’ so we can persuade people to act.

The problem with just homing in on the mode of delivery is that technology is constantly changing. No sooner have you conquered the Facebook marketing landscape than the algorithm changes. One minute it seems that print is dead; then suddenly the tangible is having a revival. The answer then, is not to get too preoccupied with adapting your message to suit the changing technology of the day, but to focus on what’s unchanging about people instead.

Where should your story begin? There’s a tendency to dedicate the bulk of our resources—time, energy and money—to the delivery of our messages. But effective storytelling happens in two parts. Purposeful storytelling is a combination strategy and tactics —drivers and delivery.

You must define your strategy before you begin designing and deploying tactics. You have to know who you want to influence and why—to be clear about what’s driving your story, before you consider what, where, when and how you’re going to deliver the message to those people you hope to reach and change. Starting with the why is important because if we focus only on the how, the delivery, then our stories fall flat, and we are less likely to create the change we hope to make.

We’ve come to a crossroads in sales and marketing. We have two choices. We can be fearfully reactive to the marketplace or bravely responsive to our customers. We can carry on doing what we’ve been doing since the golden days of advertising and the Madison Avenue era. We can spend more money interrupting more people in physical and digital places—with the intention of finding the quickest route from getting everyone’s attention to making a tiny percentage of people act. Or we can find a group of people we want to serve, people with a need or a desire we care about fulfilling, and earn their trust and loyalty over time. We must choose whether we want to make weak ties by going broad and shallow, or strong ties by going narrow and deep. We need to decide if we want to be the loudest or most resonant, most visible or most memorable. We can’t be both.

Image by Garry Knight

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