| In all the work you have done through the | | | | decision solely on price. If you can't |
| first 5 modules of "Creatingyour Strategic | | | | defendyour Value Message then you run the |
| Vision", you have devoted tremendous effort | | | | risk of being judged as a commodity. |
| todemonstrating your Value Message. The | | | | |
| challenge is how do you do this? | | | | It is urgent that you communicate your Value |
| | | | Message so you can separateyour business from |
| It is done by asking the following questions: | | | | the competition. |
| | | | |
| 1) What does your business bring to the | | | | There are certain core competencies that |
| marketplace beyond the basicindustry core | | | | every competitor brings to themarket. These |
| competencies? | | | | competencies are things all competitors do, |
| | | | and areessential to be taken seriously in the |
| 2) What's unique about your business? | | | | marketplace. |
| | | | |
| 3) How will you communicate this? | | | | However, if you choose to compete based upon |
| | | | only the core competenciesthat everyone else |
| Before we get into addressing these | | | | has, you insure that your business will be |
| questions, let's try to understandwhy someone | | | | considereda commodity. If you only want to |
| might buy from you. There are several key | | | | discuss things like product quality andprice, |
| concepts ofunderstanding the mind of your | | | | you will be evaluated solely upon the |
| prospect. | | | | investment required to buywhat you are |
| | | | offering. Your uniqueness of what separates |
| For your prospect to agree to buy from you, | | | | you from thecompetition will most likely be |
| she must go through what iscalled: The Pain | | | | ignored. |
| of Change. This is a measurement of the | | | | |
| prospectsfeelings and experiences associated | | | | The concept of the Value Message says that |
| with doing something such asdecorating. | | | | you must bring somethingunique to the market |
| | | | place so you can convince your prospects to |
| You need to relate this to the Consequences | | | | gothrough The Pain of Change and buy from |
| of Not Changing. This is theprospects losses | | | | you. |
| they incur by not doing business with you. | | | | |
| Perhaps itis the emotional letdown of not | | | | Exercise: |
| using your decorating skills. | | | | |
| | | | List the 3 strengths or unique features of |
| When a prospect first becomes aware of your | | | | your business offering: |
| business, they believe thatare doing fine | | | | |
| without you. They also believe that if there | | | | 1) In House Workroom |
| areconsequences for not doing business | | | | |
| without you, this is acceptable. Ifthis is | | | | 2) Great Showroom |
| true, then you do not have a prospect. | | | | |
| | | | 3) Talented Design Team |
| In order to begin the selling process, you | | | | |
| must introduce the conceptthat there are | | | | For each strength list a corresponding |
| indeed consequences associated with not doing | | | | consequence the prospectexperiences by not |
| businesswith your company. If there are no | | | | having as part if the offer. |
| consequences, there is little chanceof making | | | | |
| a sale. To educate your potential prospect | | | | 1) In House Workroom-A lack of quality |
| about the direconsequences of not doing | | | | control and higher prices becauseof no |
| business with you, you need to use | | | | middleman. |
| questionsto raise this awareness. | | | | |
| | | | 2) Great Showroom-No ability to view actual |
| Before we get into asking these questions, | | | | examples of work. |
| let's think about you idealprospect. What | | | | |
| would be the potential pain or risk if they | | | | 3) Talented Design Team-Not having treatments |
| were to dobusiness with you? This is what was | | | | that you can show off. |
| referred to before as The Pain of | | | | |
| | | | For each consequence indicate how does it |
| Change. | | | | show up? Who ultimately getsthe bill for not |
| | | | having it? Who feels the consequences the |
| Here are some examples: | | | | most? |
| | | | |
| It's too expensive! | | | | 1) A lack of quality control and higher |
| | | | prices because of no middleman,results in |
| I might make poor decisions. | | | | poorly done treatments that the consumer pays |
| | | | for and isstuck with. |
| I could end up with poor quality workmanship. | | | | |
| | | | 2) No ability to view actual examples of |
| I am afraid to do custom work. | | | | work, results in not being ableto picture |
| | | | your custom window treatment ahead of time, |
| I am not convinced of your decorating | | | | and ending updisappointed because of not |
| ability. | | | | meeting your expectations. |
| | | | |
| I don't trust you. | | | | 3) Not having treatments that you can show |
| | | | off, results in not meetingthe emotional |
| It is up to your Value Message to answer | | | | expectations of the client. This is what she |
| these concerns. Your prospectwill work hard | | | | values most. |
| to convince you that you do not have a Value | | | | |
| Message, sothey can base their buying | | | | Remember, Decorating is Entertainment! |