I recently (ok, so it wasn't so recently - my apologies) started a discussion about how I would market my services as a custom software developer if I had a chance to do it all over again. In my first post I discussed the need for a value proposition, and explained that simply describing custom business software as my business doesn't begin to explain what that proposition is.
In my second post, I discussed some characteristics of a potential target market segment - business owners who fit Geoffrey Moore's category of "visionaries". To me, this market segment is attractive on several counts. First is that they see technology as a way of gaining a competitive advantage. This makes them more focused on the results rather than how they get there. Thus I will have greater opportunities to a) break new ground in development rather than working with or on a legacy system, b) employ the tools wth which I feel most competent and c) price my services based more on value. In addition, (and possibly most importantly for me professionally) because their vision is probably incompletely formed and rapidly changing, my reliance on "best practices" in software engineering will pay off handsomely, as I can keep up with the ever-evolving moving target that a project for such a client represents.
I also made a post the other day on the value of networking, and some pointers on how it's done. Another advantage of business visionaries is that they frequently cross company and industry boundaries seeking others of their ilk. The way in which this is usually accomplished is through local business organizations, which also frequently host networking events, or events at which networking is a major component.
So let me put this all together into a rough outline of a marketing plan.
First I would develop a brief "pitch" that describes what my company does that would catch the interest of a visionary business owner or manager. This pitch must be something that conveys the message in 30 seconds or less. There is a template for this proposition that goes something like this:
- For (Target Customers)
- Who are (describe pain experienced)
- We (describe nature of service)
- That results in (describe outcome)
- Unlike (describe alternative service providers or products)
So in my case, the pitch may read something like this:
For aggressive, technology-aware businesses who are continually developing strategies to achieve and maintain a significant competitive advantage, we deliver custom information systems that allow the business to implement those strategies and change the game on their competition. Unlike vendors with common, off-the-shelf software packages, we work with our clients to understand and help them develop their unique vision and work cooperatively with them to ensure that the technology solution fully supports that vision.
Now I have a value proposition. I'm giving someone enough information to begin to complete the "Oh, then I'd call you when..." sentence. I'm also identifying my target market. Most business people are simply seeking incremental improvements. Visionaries are looking for quantum improvements, and I'm trying to let someone listening know that my services aren't right for the safe, plodding style of business management that is looking for another "me-too" solution. If that's what they need, they're going to be more comforable with NetSuite, Navision, SalesForce.com or other, less expensive off-the-shelf solutions.
The next thing I need to do is to NETWORK MY ASS OFF and listen, listen, listen and probe, probe, probe to identify people that are in this target market segment. If you think back to my post on networking, you'll recall that if properly done, networking is 90% listening. I'll show great interest in everyone I meet and find out everything I can about them. What are they doing? How are they doing it? What is their competition is doing? How arethey meeting that competition? What forces are at work in their industry that are making things difficult (and presenting opportunites)? I'll make a few notes or "keywords" on the back of the business card they give to me.
When asked about what I do, I will give them my "elevator pitch" above, then turn the conversation back to them. If I'm lucky, they will have a chance to hear the pitch multiple times as people may come into our circle of conversation. What is absolutely golden is when someone comes into the conversation, and someone else in the group introduces me, repeating a version of my pitch. Then I'll know that my pitch is working. If people (when given the opportunity) have difficulty explaining what I do, then I know that the pitch needs refinement. I'll even ask others to describe to a new arrival what I do. There's no better way to ensure that my message is getting processed.
Because I've become involved as an active member in the organizations that provide these networking opportunities - they might be a venture capital club, a CEO roundtable, a leadership council, the Chamber of Commerce - I'll have an opportunity to see many of these people repeatedly over the course of several months, gathering more information about them and their businesses. During this time, I'll continue to read (online through my handy feed aggregator) industry and business publications, and I'll make this a part of my daily routine. Whenever I run across something that is likely of interest to one of these contacts (whether or not they seem to be a prospect), I'll be sure to send them an email with a link to the online article. This can often develop into a fruitful email or telephone conversation.
This process will yield a "short list" of companies or business people that are clearly of the innovative, visionary sort that I want as my customers. Now is the time to offer to meet these folks informally for coffee or for lunch, and again, talk about their business. If I've cultivated a reputation of being sincerely interested in other people's businesses and their issues, and a person that is a can-do type and quick to volunteer to help get things done, people will very naturally ask for thoughts and advice, and sooner or later an opportunity to offer to do some paying work will arise.
Now, is this a lot of work? Yes. Is it a fool-proof method of generating business? No. Would doing this have saved my business? I don't know.
However, I do know this - this is much better than the marketing plan that I actually employed, which was none at all. Equally as important, I can't make refinements and adjust a marketing plan that isn't formulated and implemented, because I have no empirical information on which to evaluate its effectiveness.