How to Get Customers to Help Build Your Brand

Lead generation for any business is expensive. Brand building even more so.

But when it comes to a choice between building a brand or getting more leads, always opt for leads, because they, in turn, will help you build your brand. How exactly?

By developing your reputation as “the go-to” place or person that consistently delivers excellence to new and repeat customers.

That way, you can build your brand on the experiences your customers have with your company based on their own perceptions.

An emotionally satisfying customer experience can be powerful, especially these days when service expectations are so low.

Nothing is more valuable to your business than a great impression that lasts beyond a single purchase or transaction. Remember that today’s exceptional service means customer loyalty and repeat business over time, and better yet, great word-of-mouth for your company.

The key, of course, is being able to deliver what you say you’ll deliver, when you say you’ll deliver it, whether it’s your product, service or some kind of positive result.

Related: Richard Branson on Branding

It also helps to start thinking in terms of the type of value you can deliver in exchange for the prices you charge.

• Could it be value up-front or added value on the back-end?
• Could it be value based strictly on service, delivery or another factor, such as innovation, design, packaging, a unique location or business model?
• Can you leverage that value five or 10 times (either actual or perceived value) compared to what your prices are?

Setting up and planning your business this way can shift your priorities dramatically, and can save you a lot of time and expense for the up-front costs of branding that can waste a lot of your precious start-up resources.

Simply put, you can have a great logo, signs, business cards and website, but until you have a customer, you don’t have a business.

Start with a simple “type treatment” -- meaning your company name staged in a simple, or even unique font -- for your logo or brand identity, and start focusing on how you can add value to your customers’ experience.

Then, focus on a systemized, low-cost way to generate qualified leads that can be replicated.

This may mean setting aside your preconceived notions of advertising that “looks good” and generates a response, or considering online or social media channels of lead generation versus conventional or off-line methods.

It could also mean creating some informational or educational "white papers," case studies or brochures that focus less on the products or services you have and more on what those products or services can do for your customers.

Related: Five Key Ingredients of Lasting Brands

Your focus on these two areas will not only save you money upfront and set you up for ever more profitable business down the road, but you’ll also be able to:

1. Develop an exceptional go-to reputation that will go further in building your brand than any expensive ad campaign could ever do.

2. Establish the basis for a referral-based business, because old-fashioned word-of-mouth is the least expensive and most effective advertising you could ever want for your business.

Can this approach work in any industry or category? If you don’t think that it can, you may just need to find some key points of difference you can offer that will immediately set you apart from the competition. Consider the following:

-- Are you in an industry that prides itself on complexity and customer indifference? Offer simple solutions and great service.

-- Are you in an industry that doesn’t offer a guarantee? Be the first to offer one.

-- Are you in a category known for pushy sales people and expensive add-ons or fees? Find ways to streamline delivery and hire the best, most personable sales people you can find.

No matter what you do, make it unique. You’ll not only effectively position your company against your competition, you’ll also successfully anchor it in your customer’s own mind. There’s no better branding strategy than that.

Better yet, you’ll reap the benefits of your campaign not with high scores in some focus group, but with profits you can literally take to the bank.

How to Diagnose What’s Wrong With Your Business

Over the years, I have met a lot of entrepreneurs who have been frustrated by low profits, lack of growth, or the stress of the never-ending demands. Many struggle with all three. While every business is different, there are common denominators. In fact, I believe there are 10. The tricky part is that failing to have a handle on just one of these areas can result in mediocre performance, a stressful existence, or ultimate and intimate failure. That is one reason the failure rate for small businesses is so high.

This is the checklist I review when I’m not satisfied with my company’s performance.

Marketing

1. Targeting. Do you have a strategy to reach your best potential customers with your sales and marketing efforts? A shotgun approach is too expensive and inefficient for any company, especially a small one. What percentage of the people you approach actually buy a product or service like yours?

2. Advertising and Public Relations. There are many choices for where to place an ad and how to execute a public relations campaign. The problem with many small businesses is that their marketing activities are driven primarily by which salespeople happen to call on them. Ineffective advertising or public relations can be not only a tremendous waste of money but a tremendous waste of opportunity. If you are doing things the same way you did them 10 years ago, you are probably getting less response.

3. The Message. Lots of companies still use this line: “We will exceed your expectations.” I even saw it on the back of an ambulance. (I don’t know about you, but I have pretty high expectations when I call an ambulance! Are the technicians going to give me a haircut after they bring me back to life?) It was a good line when someone first thought of it. Now, it is old. It is tired. It needs to retire. You need to exceed people’s expectations by coming up with your own line. Maybe it is not a line at all. Maybe it is a message. Whatever it is, it should say something about your company that means something to potential customers.

Management

4. Hiring. I can’t think of anything more important than hiring the right people. Great hiring is a skill, one that frequently is not the strong suit of the typical entrepreneur. Do you have a hiring process? Hiring by trial and error is a very expensive and painful way to build a staff. I have found that hiring the right people is 75 percent of management. What percentage of the people you hire work out great? It should be 80 percent or 90 percent, and perhaps less in a low-wage environment.

5. Firing. This is never a popular subject, and it’s especially uncomfortable these days. But it is a harsh reality of business that some people are just not suited for some jobs. Many bosses avoid firing at all costs, including going broke, because they want to see themselves as being “nice.” In reality, customers and other employees just see them as irresponsible. Here is a simple test: Are there people who work for you who you would be relieved to have come in tomorrow and quit? If the answer is yes, that is not a good sign. Especially if the employee is a relative.

6. Operations. Training, standards, support, recognition, systems, key performance indicators, follow-up, etc. Is your company getting the job done? Are customers happy? Do you know? How is employee turnover? Are employees happy? Would they tell you if they weren’t? Do you have people who tell you the truth? Do you yell? (I know. You’re passionate.) Have good people left your company for more money? That is frequently an indication of other problems.

Accounting and Finance

7. Basic Accounting. Many seemingly successful companies have gotten into big trouble by neglecting accounting until it is too late. Accounting is not just about paying taxes. It is about information, insight, and control. Great accounting will not make a business successful, but bad accounting can destroy a business. Is someone staying on top of receivables, being careful about opening new accounts and making sure the existing ones are current? Could you walk someone through your financial statements and explain each part?

8. Pricing. This is probably the sleeper on this list. I can’t tell you how many times I have seen entrepreneurs either put themselves out of business, or never make the money they should have, because of bad pricing models. They charge prices that bear no relation to the costs or to the value proposition. This is just one of the reasons a company needs accurate accounting — so it can determine the true cost of a product or service. Do your salespeople have control of the pricing for jobs that they quote? If so, are they selling at a price that allows you to make a profit?

9. Financing. Most businesses need some kind of financing. Whether it comes from investors, banks, credit unions, factoring or even credit cards, there is a lot to know and understand. This is another place where a good accountant can be of great help. Or not. If you have one of the many accountants who just do tax returns and are not really experienced at helping businesses grow, you can find lots of information in books and online. Or you can hire a better accountant. Here is a test: Do you know your debt-to-equity ratio?

Leadership

10. Any one of these topics could fill a book, and leadership is no exception. Let me count the ways: vision, direction, inspiration, support. It is similar to management, but they are not the same thing. As my company has gotten larger, I have found that leadership gets easier because I now have managers managing. When a company is smaller, the boss has to manage and lead. One minute you are writing someone up for violating the late policy, and the next you are trying to inspire the troops. Perhaps management is pushing, and leadership is pulling. It’s not easy doing both at the same time.

Whether you score well or poorly on this list, keep in mind that it is an ongoing struggle. Personally, I’ve been doing this for 30 years, and I can assure you that I am constantly wrestling with almost every item on the list.

So how did you do?

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