The first thing that came to my mind was to tell her to come up with an evacuation plan. Then I heard the reaction…. “What? You expect me to worry about how I’ll leave my company while I’m just getting started? I’ll be old by the time it happens, which will be in around 40 years. Sweetheart, I’m sorry, but that’s just not going to fly just now.
Numbers? Right-brained designers and mathematicians don’t mix, and although I understand your frustration, you will come to regret your decision. So, what would you be interested in in addition to listening to?
Your ideal customer is a person who shares your values.
Getting to know your target customer involves a lot more than simply demographics; age, gender, and geography are just a few examples. What do they really need, what are their difficulties, how would they solve them without you, how might you better solve them, and how can you better serve them? Those are the questions you must answer.
Older me would have been better off if I had started cultivating that mentality sooner. It’s not that my company wasn’t profitable, but it was challenging to traverse the next age since I was riding the coattails of an era when business owners required my knowledge more than I needed their business.
The one in which company owners could accomplish what I had done, even if they did it incompetently, thanks to quickly improving technology, altered the value of what I provided. It was time for me to demonstrate my value in a new manner.
Despite the fact that this wasn’t going to be a one-day course, it was difficult. Someone once told me, “You should love your customers, you know.” I was shocked. It was an eye-opening experience. Really?
When requested to perform labor in the past, I always did it and was compensated for my efforts. They came back to me when they needed more work, not the other way around.
Having a good relationship with your customers is now the most important part of running a successful company.
Because it’s not natural, it’s difficult to overcome. What exactly does it mean to “know your clients”? Most company owners I speak with have a stereotypical view of their customers. They seldom have the ability to articulate their ideal customer. In their firm, they are unsure about the worth of a single customer.
If they are more precise, they can only provide three or four instances of their issues. Often, they aren’t very clear. They haven’t considered the consequences of not solving the client’s concerns.
Goals, as well as a top customer
There aren’t many company owners that can connect their mission with their ideal customer, assuming they even have one. Still, there’s a “catch-all” mindset that tries to capture as many excellent ones as possible. The more you go into it, the more muddled it becomes. There is a reluctance to define it more beyond a broad brush approach, corporates, women, persons with health concerns, or company owners. As though doing so would put them at danger of missing out on important business opportunities.
Quite the contrary, in fact. As you get to know your ideal customer better, you’ll be able to better personalize your solution to meet their specific requirements. So both of you win.
As a result of getting to know them so well, you develop a great deal of affection for them as a result of tailoring a solution that fits your business’s mission. After all, who doesn’t get a feeling of accomplishment from providing a client with the precise answer they were looking for and having them be ecstatic about it?
What I would have shared with my younger self to assist her learn the art of attracting the individuals she’d want to conduct business with and making them adore her for it is below.
It’s possible that you have a special promotion for your target customer.
Your distinctive offering will emerge as a result of your maturation into a repository of information, skill, and experience. Consider it. It should be documented, expanded upon, and improved upon. This accumulating wealth is priceless.
People who provide delight to your professional and personal lives: who have you worked with?
Was there an immediate chemistry between the two of them? Both of you were taken advantage of. When you presented your answer, their faces lighted up and they were really thrilled. They deserved all you could give them, and it was a joy to do so. You were eagerly anticipating their arrival. Seeing their company flourish as a result of your efforts made you happy for them, and they were happy for you. Even a little reciprocal clapping would be nice. In the end, you didn’t have to defend the worth to anybody.
What are the similarities between the two?
What did these folks have in common as they looked back? What kind of companies are there? How successful have you been, then? What’s the limit on the number of turnovers? Were they sticklers for detail or good at delegating? Is there anything you’d want to know about them? The question is whether or not they were ambitious. Do you want to make a difference in the world? How were you and your employees treated? Is this a group of straight-talkers, laid back, or unsure? Timeliness, quality, or price were the most important considerations for them, or was it a combination of all three? Did they make you laugh? Are you sure they weren’t also interested in you? Did they want to work with you or did they simply want you to get on with it as soon as you were given the go-ahead to get started? Is it possible that they were vulnerable? Compile a list of everything in common. There will be a pattern.
What are some of the most prevalent blunders they’ve made?
Your work life is certain to bring up folks who tell you things that make your tongue tingle with fear that they’ve made a mistake and it will cost them. Many people in the corporate world make expensive blunders on a regular basis. Sometimes, even with the greatest of intentions, things may go awry. When people take shortcuts, go for the lowest choice, or are just plain dumb, it’s because they shouldn’t. Research those faults, learn why they’re created, and determine whether your objective, offer, and the mistake have a common ground.
What are the challenges they face in the workplace?
What are the consequences of not resolving these issues? Even the most knowledgeable operator may be unaware of an issue, even though it is obvious to you. You’ll be able to help them understand why they’re having a difficulty if you know what they’re going to do. However, don’t presume that they’re having troubles. If they tell you they aren’t receiving enough business, it may be because they dislike what they do. Different issues need different approaches.
What can you do to make their lives easier?
What more could you do for this ideal customer if you found them? Can you think of a way to help them that you don’t already have in your arsenal? Just keep going and finding out more.
One day, you’ll be in amazement at what you can do for your ideal customer that you aren’t now able to. A PhD in your ideal consumer will give you a leg up on the rest of your career as you transition into the realm of company ownership. My best wishes for your future endeavors!
In addition, I’d want to extend an invitation to the first five individuals who answer on your behalf to spend an hour with me discussing how to find their ideal customer. Just fill out the form and I’ll get back to you as soon as possible.