How Marketable Is Your Service Business?

 

Very soon, I’ll be leading my intensive, Masters-Degree-
Level program, 12 Sentences: The Ultimate Business Creation
and Articulation Course,
and one of the first issues we address
immediately in The 9 Strategic Inquiries Manual is the question,
“Are you marketable?” And it’s a tough inquiry. It’s scary to look
at whether what you have is good-enough. Perhaps you’ve put
months and years into learning a process that really matters to
you—but is it something the market really wants? You think it’s
a great idea, but does anyone else? And can you support (prove)
your claim that they would want it?

In this particular chapter and corresponding weekly call, participants
must face a few hard realities about the viability of their services.
When they don’t have enough clients, I always say, “Maybe they’re
just not that into you.” And sometimes that’s something you can
change
(with a vamped-up Brain-Sticky differentiation, and/or a
new target market, and then strong, Brain-Sticky communications.)

But other times, you just aren’t selling anything the world wants.
We probably all remember what happened with New Coke. But
Pepsi failed, too, with its Pepsi A.M. and Crystal Pepsi. As Wallet
Pops writes on its blog:

      In the late 1980s, Pepsi came up with the brilliant plan
      to cater to the  breakfast cola drinker, under the assumption
      that because Pepsi contained caffeine, it must be a natural
      substitute for coffee. Well, you know what they say about
      assumptions — but needless to say, Pepsi AM was not successful,
      and neither was Pepsi’s later foray into clear cola, Crystal Pepsi.
      Apparently, when it comes to cola, the consumers know what
      they want — they want it brown, and they want to drink it all day
      long.

Then there was bottled water for pets, Harley Davidson Perfume,
Maxwell House Ready-to-Drink Coffee, RJ Reynolds smokeless
cigarettes and, of course, the Ford Edsel. These are enormous
companies, with vast resources, and certainly the ability to
conduct meticulous market research—yet in the end, the idea
failed. Nobody wanted what they were offering. And it
cost them millions. In many cases throughout business history,
it cost a company its entire reputation. It had one shot and blew
it.

So, can you escape this fate yourself? Or is it part and parcel of
being in business? I personally think it is, absolutely. Ideas are
going to fail. The trick is to not put all of our “eggs in one basket”;
to not fixate on one idea for business, stubbornly refusing to alter
direction. This is an issue I see with many of the students and clients
I’ve worked with over the years: they want to have the business
they want to have and no matter what they have to do, they’re
going to push that round peg into the square hole. People need this
service and come hell or high water, they’re going to get it!
 

And then their sales are limp and they blame the economy, or make
excuses that they’re too busy to really promote their business…
when the reality is that the public doesn’t want what they have.

And I hate to say this, but I see this with greatest frequency among
service providers—coaches, wellness practitioners, speakers. They’re
not offering a marketable product or program.

How can you tell if you’re one of them? For starters, are you feeding
a significant pain? A service business solves a problem, and it
must be front and center, top-of-mind. You cannot be in a position
where you are convincing someone that they need you. They need
to ”get” that they need you—and they will if they’re acutely aware
of their pain.

Are you really focusing there? Or are you focusing on your great
service
? Have you just earned a certification through an energy
healing school and are you all excited about how powerful and
transformational the work is? Or are you blown away by your
coaching school’s unique technique and can’t wait to share it?
Neither of these techniques will be marketable until they solve
a very noticeable problem.

You are un-marketable until you have a market with acute pain.

Now, maybe I’m going too far. You may be marketable to a market
with mild pain—but you’ll be relegated to your market’s “discretionary
income” column in their budget. You will be a luxury because without
a significant issue they need alleviated, there’s no urgency to buying
you.

In the service industry, people buy what they cannot do themselves.
And their spending rises in direct proportion to the degree of their pain
and to their inability to do it themselves. That’s why we pay a pretty
penny for lawyers, accountants, electricians, plumbers: we need them
badly and we don’t have their expertise.

You fall into the category of “highly marketable” when you find the
sweet-spot between these two.

So, to recap, to be marketable you need to solve an acute problem
for the right market and have a specialty that they don’t have and that
they recognize they need, in order to alleviate their pain.

Now luckily, unlike most products, a service can be adjusted.  Indeed,
an entire service business can be adjusted (and must be!) to meet the
tastes of a particular market. A truly ho-hum, unmarketable business
can suddenly jump to life when its programs and services are revamped
to diminish or eliminate a specific pain in a truly original way.

One of the twelve sentences participants have to write in my 12 Sentences
course—after they’ve finished the incredibly rigorous strategic work–is,
“Why you MUST buy my service over doing nothing?” This, I tell them,
is their greatest competitor–not someone else in their field. When you
can answer this, (and all the other sentences) you are marketable. When
their pain is sharp enough and ”doing nothing” is unacceptable or just not
possible, they’ll buy you. So, try your hand at this one this week.

And tune in for the 3 free calls next week that give a sneak-peek into
12 Sentences. I have a feeling that Pepsi may have escaped their
major blunders if they’d taken it. 🙂

Get Your Heart On Straight

All of us are bombarded with “buy this!” messages, and as
business owners, I think we can sometimes drown in the
self-doubt these messages activate. “I should be doing that?!
I didn’t know that!
” Furthermore, “inspired entrepreneurs
—those wanting to change the world—can easily drown in
the constant quest to do it “right” because they feel a bit out
of sorts in the business arena, and so grab at countless promises,
praying they’ll be a life-line.

In other words, there’s a lot of fear that passes through the
hearts of coaches, wellness practitioners, authors and
speakers when it comes to business. And fear, as we know,
is entirely corrosive. It eats the healthy parts of us and all
too often kills our businesses all together.

Today, I’d like to make a suggestion: Get your heart on
straight.
Take your head, in fact, and set it aside for a while
as you re-acquaint yourself with the meaning of your life.
Your mission. Your mission. You. You have one. One that
is independent of your business. Ask yourself, “What am I
here for? What am I very clear I am not here for? What is my
highest purpose on this earth?”

And put it on paper.

And ask yourself, “Am I living this?”

If you’re not, it is absolutely time to get your heart on straight.

Then, step your thoughts back into your business. What is its
highest purpose on earth? What is it to accomplish that will
move humanity forward? At the very pinnacle of its success,
what will it have achieved…that is important to our evolution?

Be called by something bigger than yourself and the marketing
messages you receive constantly will fall into two categories:
those that do not match your personal and business missions,
and those that do. This will be clear to you and you will be
far better equipped to say no to the wrong ones and yes to the
right. The fear and self-doubt these messages can invoke will also
fade as purpose–far greater than your little self and your little
business (not to be condescending, but just factual)–fills your
heart and transcends the minutiae of daily marketing messages.

Something must both anchor and emancipate you as you move
through the busy-ness of your business. Otherwise, you will be
swallowed up by the latest fads, trends and concepts—in the hope
that one will be your savior.

Your “savior” is connecting back to what you are here for. And
then ensuring that every action you take aligns with that–including
the business you offer and the way you offer it.

So, get back to the basics and get your heart on straight. Putting your
personal mission and your business mission into words—and then
sharing it with others—will ground you when you get unfocused,
and free you when you get tangled in fear and self-doubt. You are
here for a reason
. When you do business from that realization,
nothing will stop you, and you will pull to you the right and perfect
guidance.

This is the first “Strategic Inquiry” we address in my upcoming 12
Sentences Business Creation & Articulation Course
. More on that
soon.

Charisma: Do You Have That Elusive Magic?

Have you ever met someone who manages to inspire—not coerce—
you into doing something you would not normally do? You find
yourself giving in to the Chicken Dance, or getting up for a Karaoke
song…and you’re stone sober. This person feels downright magnetic
and you tend to forget yourself entirely. Later, when analysis of your
uncommon behavior kicks in, you decide, without question, that this
special person had charisma.

The dictionary defines charisma as “a rare personal quality attributed
to leaders who arouse fervent popular devotion and enthusiasm.”

Perhaps because charisma is “rare,” we all instantly recognize it. We
see it in someone who has exuberance, joie de vivre, magnetism,
charm, or “electricity.” However we describe it, charisma seems to
evoke deep devotion, reverence and even blind faith from followers.

If charisma is a “quality attributed to leaders,” it becomes necessary
to ask ourselves, then: Do I have it? And to what degree?

Research associates charismatic people with six descriptors: emo-
tionally expressive, enthusiastic, eloquent, visionary, self-confident
and responsive to others. Other characteristics include unusual
calmness, confidence, assertiveness, authenticity, focus—and almost
always, superb communication and/or oratorical skills.

How are you doing so far?

The Body Speaks

Charisma reaches us on a distinctly subliminal level. It can be meas-
ured through nonverbal cues such as facial expressions, gestures and
body movements. For example, charismatic people smile naturally,
with wrinkling around the eyes and often touch friends during conver-
sations. Other research finds people who shift posture more often and
use more eyebrow raises appear more charismatic.

Other physical signals compel us, as well. Some researchers have
found that synchrony is connected to charisma. This is the ability
to align or match the mannerisms of the person to whom you’re
speaking. “Synchrony creates a positive, enjoyable experience,”
says Frank Bernieri, PhD, an Oregon State University psychology
professor. “When that kind of synchrony occurs with a single person,
you think they are charismatic.” He’s found that many speakers and
entertainers mesmerize listeners into synchrony in the timing of
their breaths, gestures and the rhythm of their speech, where they
“breathe and sway in tune with the speaker. It’s all about timing,
repetition and rhythmic cadence, raising amplitude at key points.
This is a craft, and you have to play the crowd like improvisational
jazz. The charismatic individual knows the gestures but also has the
innate ability to play any given audience.”

The Heart Has It

A great deal of research on charisma indicates the presence of strong
social and emotional intelligence. Leaders who are instantly
recognized as being charismatic immediately and deeply empathize
and connect with others, leaving their listeners feeling understood and
interested. When we experience this synergy with another person,
we tend to feel a magnetic pull to them. We’ve all known this with
lovers—he or she “gets us” as no one else ever has and suddenly
we’re drawn into a force field that feels much bigger than ourselves.
A charismatic leader naturally creates this same kind of electricity—
by genuinely caring and empathizing with whomever they’re speaking.

The Power of Words

“Charismatic people are essentially brilliant communicators,” says
Ronald Riggio, professor of leadership and organizational psychology
at Claremont McKenna College in California.

Dean Keith Simonton, author of the book “Why Presidents Succeed”
argues that America’s successful presidents used language rich in
meaning to shape charismatic personas. “Words with basic emotions,
sensations or visions, such as love, hate, greedy or evil, have a rich-
ness that connects with an audience,” says Simonton. “People don’t
have rich associations with abstract words. ‘I feel your pain’ has asso-
ciation, but ‘I can relate to your viewpoint’ doesn’t.” Abstract words
register on the intellectual plane, and must be translated into images.
Image-based words need no translation. “The most charismatic presidents
reached an emotional connection with people talking not to their brains
but to their gut
.”

For instance, Franklin Delano Roosevelt, Ronald Reagan and Abraham
Lincoln used twice as many metaphors in their inaugural addresses as
did their less riveting counterparts.

In addition to words themselves, Cynthia Emrich, professor of manage-
ment at the College of William and Mary believes that leaders must
stand for something. “If the leader is attractive, but you don’t have any
clue where he or she stands, you can’t identify with him.” In other words,
he or she must have vision.

Indeed, out of eight theories of charismatic, visionary, and transforma-
tional leadership, eleven behavioral dimensions were noted. But only
one–visionary behavior–was represented in all eight theories. Visionary
behavior involves the articulation of “an ideological goal…that emphasizes
fundamental values such as beauty, order, honesty, dignity, and human
rights.” It has been found that charismatic leaders inspire extraordinary
commitment and devotion by including many references to history and
tradition; to their own identification with followers, as well as to shared
values and moral justifications
.” This visionary leader stands for
something and inspires others to stand alongside him.

Your Own Charisma Factor

When you read about the qualities of charisma, how do you feel you
rate? Do you think, “Yeah, I’ve got it most of the time,” or do you
lament, “I’m not even close!”?

Muscles of charisma can be flexed. The first step is being willing to go
out of your comfort zones. If you’re on the lower-end of the scale, I’m
ready to bet that you are reserved and shy. Fear is acting on you:
fear of what others will think of you if your “break free”; fear of what
will be done to you; fear that somehow you’ll lose your identity. So,
question one: are you willing to stretch yourself out of your comfort
zones…to be the kind of leader people that can inspire others to do the
Chicken Dance? All kidding aside…do you want to be someone others
find so compelling that they actually make positive change? Because
that’s ultimately what a charismatic person does: inspires others to
change for the better.

Assess yourself daily on the qualities of charisma and find ways to
strengthen the muscle. Soon, you won’t just have loyal followers—
you’ll have groupies!

We’re down to the wire on registration for my powerful 2-day public
speaking training. We devote an entire evening to exploding your
charisma factor! It’s in less than 2 weeks. You can read about it here.

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