![]() ![]() ![]() He shows him the product, lets him demo, drops a little differentiation. So Obi Wan shows up, and he gives him the why us. ![]() He sounds like a very eager buyer for light sabers and the Force. When we first meet Luke in Star Wars, he’s bellyaching about how he’s bored, he wants adventure, he wants to go be a pilot. But there is this moment in many films that can teach us a lot about selling to a reluctant buyer. We are not writing a three-act screenplay here, after all. Now, I think we can go overboard in saying that the company story, the pitch, should be like a movie. And it celebrates those who were quick to jump on, adapt to this shift, and who have won. It’s a story about change, about how consumers used to want to own things, but increasingly want the benefits of those things without the hassle of the ownership. And that’s completely different from “Why us.” It always starts with some version of this: We are now in a subscription economy. They recently had a successful IPO, but the way they tell the story hasn’t really changed much since they were actually much smaller. The most well-read one of these has been this one about Zuora.Īs many of you know, Zuora is a platform for running a subscription business. The question of course is, what does he mean by act accordingly? And what does that mean for the rest of us? A few years ago I began to write posts about a totally different approach to telling the story that I saw the most successful companies adopting, the ones like Drift that seemed to be breaking out of the clutter to achieve what you might call brand differentiation. I think this is why about a year ago, David Cancel posted this – product differentiation is going away. I mean, each of you probably competes, not against a handful of competitors, but dozens all screaming, “Why us?” at customers. And maybe it worked back when markets had few enough players that buyers could ignore the bluster and sort through all the claims, but that’s not what markets look like today. I mean, we all do have competitors, after all. And this seems like a reasonable approach. It’s like, here’s how we solve your problem, and here’s how we’re better than the others. They’re starting with why, but it’s really why us. And then there’s a bunch of reasons under this “why the hell should I come in” title that’s about why these solutions are better than similar ones that you might find elsewhere. There’s a list of products and solutions to problems. The sign really embodies an approach to strategic messaging I think most companies follow. The other day I’m walking in the Mission, and I see this sign in front of this Indian restaurant. Read on for more great content on building your own Promised Land story. In his presentation, Andy runs through real-world examples of how he’s helped CEOs and their leadership teams implement his Promised Land framework (and how you can too). This is about following principles, not filling in templates. Don’t just copy and paste your logo into Zuora’s deck and expect would-be customers to swoon.In this new, changed world, what do winning and losing look like? Then name the Promised Land – the goal state that guarantees winning, and that you commit to helping customers reach – just like Zuora does with their sales deck. Create urgency by naming what’s at stake.Create FOMO by celebrating those who are adapting to the shift and winning. If you do it well, you convince them that they are in denial - that the world has changed in such a fundamental way that the status quo path they’re walking along is a road to ruin. Switch your messaging from “Why us” (selling your company) to “Why you” (selling the buyer on their own story).In his talk at HYPERGROWTH, Andy touched on three key items: Ready for HYPERGROWTH 2019? You can preorder tickets here. It has been edited and condensed for clarity. Editor’s Note: The following transcript is from Andy Raskin’s HYPERGROWTH 2018 presentation. ![]()
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