More marketing mismatch monologue

People who are playing the generalist volume game are (naturally) more likely to appear in your feed, search, and inbox.

As a result, that’s the game that we all see being played.

But that’s almost never the game that we need to play.

And this mismatch is what drives almost all of the failed marketing attempts consulting firm owners have described to me when asked.

marketing mismatch monologue

From a recent interview:

“There’s a lot of people out there that will claim that they can solve some of that stuff for you. But I think that it’s very difficult to hand those things off in a way that… well I’ve just found it very difficult because no one really understands the business. And especially if someone’s going to scale an offering like that, then it needs to be very repeatable. They need to come in, they need to analyze your business, they need to put a program together, put it in place, and go move onto the next client. But the problem is that businesses my size… it’s not etched in stone. You know, we’re constantly evolving and figuring it out and so using a service, it makes it difficult.”

Because they’re hiring someone who’s operating with a generalized marketing math equation, when it comes time to think, adapt, iterate, or entirely rework the approach, they’re not up to the task.

Nor are they designed to be.

The principles? Yes, those are portable.

But not the strategy.

And especially not the tactics.

Purchasers of 5-to-6-figure consulting contracts aren’t sitting in front of Google searching “best strategy consultants for mid-sized banks.”

They aren’t responding to unsolicited, templated, “me-too” InMail messages.

And they’re certainly not scrolling through a Facebook feed to sign up for the webinar the dude in the suit sitting on the hood of a Lambo is hosting “for a limited time.”

Instead, the approach has to map to how these relationships develop in the “real world.”

You meet someone at a conference and strike up a conversation.

You ask them some questions and it becomes apparent that not only do they have a big problem they’d like to solve, but that you’re actually someone who knows a thing or two about how they might solve it.

They happily schedule a follow-up conversation about it because if you can move the needle for them, it’ll be a huge win.

But that’s just the beginning.

There’s risk involved.

They need to do their due diligence to understand whether or not you could actually do what they need you to do.

It’s complex.

It takes time to develop.

And it requires nuance on both sides to understand the nature of the problem, to establish the value of solving that problem, and most importantly, to establish enough trust to feel comfortable signing on to your price tag.

The solution isn’t easy.

It’s not a “quick win.”

But it’s there.

It’s just a matter of finding it and bringing it to life.

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