Bish Muir Marketing

The old adage of 'the customer is always right' is something that those of us who have worked in a 'service' industry have heard many times.  It is usually applied when one has had to face a series of irrational, ridiculous rants from a disgruntled customer whose demands sound more like a pop star's rider than a realistic expectation. The phrase is usually said with much irony and followed by a rolling of the eyes.

However, when a business is looking for its USP - the one thing that gives it competitor advantage - there is no better source than your current customers.  It's an easy mistake to assume that businesses can choose their own USP but if you ask your customers, you will, invariably, find that the USP is not what you thought it was.  Their perception of what made them choose your product over a competitor might be very different.

That said, looking at what your competitors do is vital.  In the words of Allan Dib (The 1-page Marketing Plan: Get New Customers, Make More Money, and Stand Out From the Crowd), your USP needs to be :

"Something that positions you differently, so that prospects are forced to make an apples-to-oranges comparison when comparing you with your competitor. If they can do an apples-to-apples comparison of you and your competitors, then it comes down to price, and you’re toast.”

People Sell to People

In the words of Simon Sinek, "People don't buy what you do, they buy why you do it". By that I mean, those within your organisation, be it sales staff, Roger in accounts, Tina in catering or Fiona in maintenance, all need to understand not just WHAT the USP is but WHY.  This will ensure that your staff are aligned, which deepens their loyalty, sense of pride and sense of purpose. High staff turnover is an immediate red flag to customers.

If they are really clear what the values and unique strength of the organisation are, then they will be able to articulate this to others.  ALL your staff are your sales team.  However, if you have a marketing team, work closely with them to ensure they understand what you want them to communicate and they will come up with the 'how'. If a representative from marketing doesn't currently sit on your SLT, then they should be invited.

Make your USP visible and physical

Once your staff are aligned, informed and engaged, then it is the job of senior leadership to ensure that a) the methods of communication cover all stakeholder engagement and b) there are mechanisms to ensure that the UPS is physically demonstrated. By that I mean that there should be physical evidence of the USPs.  There is nothing that embeds a culture more than seeing it in action.

What does this mean in real terms? For schools, it means regular reinforcement through presentations at INSET days, with examples, demonstrations at open days and sharing of 'good news stories' in e-newsletters (internal and external) where your USP has been the reason for the success.  For organisations with bigger budgets, your USP should be the driver and focus of all advertising, whether digital,  posters on notice boards and internal weekly emails; and regular updates through social media and your website. 

Neuromarketing

 A man called Martin Lindstrom coined the word Neuromarketing after he carried out research to discover what stimuli connected with consumers most.  He discovered that people are drawn by three forces: routine, a sense of belonging and trust.  The feeling that your customers are part of a 'club' builds trust, loyalty and advocacy.