Page 30 - Selling the Invisible: A Field Guide to Modern Marketing - PDFDrive.com

nothing and go on to the director of sales. You notice his fly is down, too.
“Then you go see Joan. You have another good talk. But when you get up to

leave, you notice that Joan’s fly is down, too.
“Well, you go back, write your report, and return to deliver it. You open by

saying, ‘Ladies and gentlemen, we have a Fly Problem here.’
“Well, everyone is stunned. How did he figure that out? they all wonder. It

comes off as a brilliant insight.
“So much of what passes for brilliant insight in helping a company is

reporting what everyone in that company could see, if only they could still see
clearly.”

It’s hard to see the real scope of your business. Ask for help.

Tunnel Vision

I cannot walk into most companies without being aware of their walls.
The walls seem to do more than keep the cold air out. They seem to block out

a clear vision of the world.
When companies discuss their problems, they talk about themselves. It’s not

ego at work. It’s just that people talk about what they know, and what people
know is their company.

But what people really need to know—what you really need to know—is
your customers and prospects.

Get out, climb out, have someone pull you out of the tunnel.

Start with You and Your Employees

Don’t open a shop unless you know how to smile,” says an old Jewish proverb,
and that advice applies to everyone in your company.

The fastest, cheapest, and best way to market your service is through your
employees.

Every employee should know that every act is a marketing act upon which
your success depends.

Review every step—from how your receptionist answers to the message on
the bottom of your invoices—and ask what you could do differently to attract
and keep more customers.

Every act is a marketing act. Make every employee a marketing person.