I was lucky enough to meet with two of my former bosses in the last month. My first meeting was with Shannon from Catalyst Marketing Design, an advertising agency downtown here in Fort Wayne. Shannon is an amazing woman and a terrific leader. It was such a pleasure working for the Catalyst Team, and Shannon was an especially cool manager to work for. She told me from the beginning that she was a “velvet hammer”, which pretty aptly sums up her leadership style. Allow your freedom, but knows how to come down when things get out of focus. She gave me some great advice (as usual), and suggested a few things that I try to stay involved and stay busy. It was a real treat to be able to meet with her, and although it didn’t lead to a job possibility, I was able to communicate to her my interest in rejoining the team, should that opportunity ever arise.
Richard was my most recent meeting. Like Shannon, I had the pleasure of working under his leadership at Catalyst Marketing Design. Also, like Shannon, I considered him a great leader in his particular area of expertise, branding. As one of a select few of certified Brand Strategists, he was able to talk to me about things which other businesspeople may not have quite the same amount of expertise on. Since he and Catalyst went their separate ways a few years back, Richard has since began his own brand consulting agency. If you are a business owner looking for an incredible brand strategist who uses a great brand assessment, discovery, activation, and monitoring process, then they could potentially be a great fit for you! However, it wasn’t his current agency that was the most impactful portion of our conversation. It was one question.
“When were you faced with a situation where you had to decide between a love for your job and the process, and a love for your paycheck?”
That hit me like a ton of bricks really. I have been very adamant in my stance against serving your back pocket more than your clients, but there’s rarely a good time to really look back at those instances. Richard urged me to really look at those situations, and think about how important that decision can be. So, I’d like to share a case study with you, in hopes that, if any of you out there have ever been in a similar situation; you can have some reassurance that you are not alone in the struggle.
Client X had a problem. They were losing client share due to a number of factors. Proximity of their offices in relation to where the demand was. A poorly put together SEO/SEM strategy (I suppose you could really call it “no strategy”, really) had been hurting their organic and paid results, and in the area which they were targeting, it was especially damaging due to traffic. Their brand message was outdated, in other words, what they were saying to their customers about what they did was not aligned with their improved capabilities. Finally, there was a budget issue they were faced with. They had invested a great deal of money in some new equipment that was going to really help streamline their processes.
I suppose there are many people out there who would look at the situation and immediately go into “marketing is an investment, and you get out what you put in” style of sales pitch. You know the one, where you promise to build a robust program that will deliver the desired clients to create the ROI somewhere around 205%, or something like that. Of course, what we aren’t telling our client is that we’re asking them to increase their marketing budget by almost 60%, which will draw other areas of the budget into a lean state. But, I get it, the idea here is that because of their improved organic, paid, and branding positions, their increased presence will get a bigger slice of the 7,500 buying-decision making crowd for their specific vertical. Demographic stat “N”, ROI increase percentage “T”, buzzword, jargon, tech-speak. Before you know it, the client has too much information to really know what to with, but they are seeing a massive return potential, and they buy.
The unfortunate truth in this, is that the organic improvements wouldn’t be fully realized for 6-9 months, the branding message required dropping information that the company has been keeping in their motto since they opened in 19-whatever, and the budget for the paid search was inflated due to a national competitor dumping money into the best broad match terms, making the allocation of the budget nearly obsolete if you didn’t try to compete with the big boys. I knew this, and I had a very pragmatic decision to make.
Do I go for the big sale? Or do I build the client’s trust? Go for the big sale, and you risk losing that most precious commodity of a salesman, trust. When the organic results have gone on into month 3 without any real improvement, when the broad matches still put the company on the lower half of the paid results, when the branding message goes against what the owner had in mind (because you removed the words he carved into the first stones of the building he built), that client will roll over on you in a heartbeat. “What am I paying for?” “What kind of refund are you going to give me?” and the most dreaded four words in a salesman’s existence, “I WANT TO CANCEL.” can be counted on if the big sale is your gain and you can’t deliver. In larger markets, that’s not as much of a risk to those willing to take it. In smaller markets, like the one I live in, it’s a big gamble.
Build the client’s trust, and you may not survive long enough in the company to see their ultimate potential realized. When you’re job is less like a consultant, and more like a peddler, there isn’t much time to build relationships with your clients. You’re not able to take them through a full discovery process. You’re not able to dedicate the kind of time required to make a business owner feel comfortable enough with you to hand over a 5-figure budget increase. They don’t know you, unless you’re lucky enough to have a prior relationship to the business owner before you arrive at his door as the marketing consultant. They have heard all of your lingo, jargon, and tech-speak before; most often times by someone within your own company. Their guard is already high enough as it is. Why add to that by coming at them with an unreasonable increase because of corporate expectation?
I can hear a lot of my friends now, looking at that question, and answering plainly and quickly “Because you want to keep your job.”, and that’s understandable to a degree. One should definitely strive for job security, but, at what cost? It’s not a popular stance to take, and frankly one that makes me look less desirable to sales-dependent positions. However, I firmly believe that, given 15 clients with high buy-in to the plan and process, high trust in your recommendations, and high desire to truly stick with the plan; over the long haul, the marketing consultant who controls that client roster will be more successful than his salesman counterpart who controls 35 clients and only dedicates 1-2 days per year to servicing the clients.
Coming back to my case study, I decided against going for the love of the paycheck, and informed them that their best strategy was to build from the ground up. I scaled back the proposed budgets in congruency to the market size. I chose to focus the paid search terms away from the broad match and put more emphasis on exact match, because of the longevity of the brand. I also recommended less aggressive brand message changes, also in light of the longevity of the brand. Instead, I focused the copy of the website to the improved equipment and how it positioned them as the efficient choice among the competition.
The client agreed to my proposed budget. The company did not. However, I gained something that the company couldn’t put on a compensation report. I gained the client’s trust. They saw that I was dedicated to the client’s goals and overall success. They understood that I was more concerned with the success of their plans, than the thickness of my wallet. They believed in my approach and process, and time and time again would thank me for not being “one of those other guys”. That is a very satisfying feeling, to know that what you’ve done not only accomplishes all that the client has requested, but that they will ultimately come back for more when they have seen the results I could provide.
For a bit more on this subject, I have posted this video which will help you understand why it’s preferred to be a consultant, not a salesman.
Has this scenario come up for you? Have you been forced with this decision? What did you do? More importantly, do you agree with, or disagree with my decision? We as consultants are called to be there for our clients in order to provide the best plan, but we are often faced with a tough decision: for the love of the game, or love of the paycheck. Which side are you on?
Until next time; keep ambition in your heart, logic in your mind, and allow yourself to continue the pursuit.
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