Ian Brodie

Ian Brodie


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AuthorIan Brodie
Ian Brodie

Ian Brodie

https://www.ianbrodie.com

Ian Brodie is the best-selling author of Email Persuasion and the creator of Unsnooze Your Inbox - *the* guide to crafting engaging emails and newsletters that captivate your audience, build authority and generate more sales.

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What to give away (and what not)

Posted on February 18th, 2018.

It seems to be an endless debate in marketing: how much should I give away in order to attract clients?

And different experts give wildly different answers.

Some say you should give away all your best material. That you can't give away enough.

Others say you're devaluing your work if you give away your ideas and content.

My experience: asking “how much should I give away?” is the wrong question.

It's not about how much, it's about what.

You can give away tons of information and still have potential clients feel short-changed. Or you can give away hardly anything, yet have them feel they're getting tremendous value from your free content.

The key is what type of information you give away.

And by that, I don't mean the old “what not how” advice. I've never found that to be useful since one person's “what” is another person's “how” depending on how much they already know.

My advice is to give away content that triggers “lightbulb moments” for your potential clients. Something that challenges their thinking and gives them new ideas. That helps them see their problems in a new light and uncovers the root causes of their issues or gives insights into potential solutions they'd never considered.

If you can do that, it doesn't really matter how much information you give away, your potential clients will feel inspired and energised. They'll feel you've given tremendous value.

On the other hand you can give them acres of material they already know about and they'll feel short changed.

“How much” isn't important, the new insights you give are.

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The quickest way to build deep client insights

Posted on February 11th, 2018.

Cast your mind back to last Sunday's email where I asked you that trick question about the difference between corporate and non-corporate clients. 

The answer being, of course, that it's irrelevant.

What's important is not some big lumpy group like “corporates”. What's important is your specific ideal clients and building a really deep understanding of their goals and aspirations, hopes, fears, problems and challenges.

The better you know them, the better your marketing will work.

But how do you get those deep insights?

Well, frankly, the easiest way is if you are one of them.

If you're very typical of your ideal clients (for example you used to be a salesperson and now you do sales training) then you'll find it relatively easy to understand what makes them tick.

If that's not you (or it used to be you, but you've been “out of the field” for a while) then I've always found the best form of research is to speak 1-1, directly to your ideal clients.

Nothing beats genuinely listening to your clients and potential clients explaining in their language what's important to them.

That said, you have to ask the right questions and respond in the right way.

A little while back I did an interview with Chris Laub on my podcast about how to do these 1-1 interviews to draw out the most insights for your potential clients. Chris shows us when research like this works well and when it doesn't, what sort of questions to ask to get beneath the surface and find real insights, and what pitfalls to avoid when doing research.

Click here to listen to the interview, I'm sure you'll find it helpful:

>>> Chris Laub Podcast with Ian on Client Research <<<

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The secret of writing interesting emails

Posted on February 6th, 2018.

Something I know holds many people back from doing great things with email marketing is a fear that they just won't be able to write interesting emails. That they'll bore their prospects and lose them.

It's true, of course. No one ever bored someone into buying from them.

But the secret of writing interesting emails isn't as difficult as most people imagine.

It's not about clever headlines, though that can help.

It's not about brilliant writing, great stories or the use of humour. Though again, those can all help.

And it's not about images or layout.

The secret of writing interesting emails is… 

…drum roll…

…to write about interesting things.

Or more exactly, to write about the things that are interesting, valuable and useful to your ideal clients.

What fascinates them may bore the pants off everyone else. But that doesn't matter. All you care about is whether your ideal clients find your emails interesting. Not your friends, your colleagues, your significant other, your inner critic. 

Just your ideal clients.

Of course, all that extra stuff helps. Great stories, metaphors, pacing, characters. All icing that makes the cake taste sweeter.

But you need the cake itself to taste great before you worry about the icing.

So…

Do you know what your ideal clients really care about and find interesting?

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Start now, the bar is soooo low

Posted on February 4th, 2018.

I reckon the best thing to give you confidence to properly get into email marketing is to sign up for the newsletters of some of your competitors and see just how bad they are :)

Honestly, it's almost like someone created a Wikipedia entry for email marketing that says “Just send some promos for your events and services every now and then. Or tell them about awards you've won and new clients you've signed up”.

It really is that bad at times. You can do much, much better.

A few years ago a friend of mine signed up for a course on “advanced email marketing” from a well known UK marketing guru.

The course came on a set of DVDs (yep, it was a little while back – though not as long ago as you might think, most of the world had moved beyond DVD by then).

My friend's verdict: “awful”. It was apparently the same basic content recycled a dozen times for a dozen different types of emails.

“You can send an email to your existing customers…”

“You can send an email to your ex-customers…” 

“You can send an email to people who made enquiries…”

That's 3 of the modules right there.

But I honestly believe that awful though it was, the course made a lot of money for many of the people who bought it simply because it got them going and their competition was so weak.

Send useful information to your potential clients rather than straight up pitches or boring news and your emails will stand out.

Wrap them in a bit of a story or link to something interesting and people will enjoy reading them and keep coming back to them.

Add a call to action at the end to a related product, service or the opportunity to call you to get more useful info and you've got yourself a decent email marketing system.

Time to get started?

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The difference between corporate and non-corporate clients

Posted on February 4th, 2018.

The difference between corporate clients and non-corporates (small businesses and individuals) is…

Irrelevant.

Yes, there are many differences in general between big clients and small ones. But those differences are insignificant compared to the differences between some big clients and other big clients. Or more importantly, between your ideal clients and people who aren't – whether they're in corporates or not.

Let me put it this way. Let's say you needed to hire a tall person. I'm sure there'll be some law against that, but let's just say you did.

And let's say that you had two candidates. A man and a woman. Who should you hire?

We know that generally, men are taller than women. So does that mean you should hire the man?

Of course not.

You hire the person who is actually taller. You ask them to stand up, or tell you their height or whatever.

But you go on the differences between the individuals, not on the differences between the huge and heterogeneous groups they belong to.

Whenever you're trying to plot the best way to market to your ideal clients, try to think of them specifically, and not just the big amorphous group they belong to (like corporates).

So don't ask “do corporates use Facebook?”. As “do my clients use Facebook?”. What you'll find is that some sectors within corporates are heavy users, others aren't. Some different types of functions are heavy users, some aren't. Some age groups are heavy users, some aren't, etc etc.

Same goes for any marketing question. The more you understand your ideal clients, the less you need to rely on gross generalisations which are probably completely inaccurate. 

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Authority Marketing

Once is not enough

Posted on January 30th, 2018.

Do you remember sitting exams when you were younger?

I know, I know, sorry for bringing up what might well be painful memories.

I hated exams myself.

I'm a brilliant procrastinator and I used to leave everything to the last minute then stay up all night “cramming” and hoping I'd still be vaguely sentient in the exam the next day.

A far better strategy is to prepare well in advance.

And your most effective weapon when it comes to getting things to stick in your brain is repetition (or more accurately, spaced repetition).

Going over the same material again and again (though ideally in different ways) means you remember it.

The same is true when we want to memorise a phone number or anything else important. We repeat it to ourselves until it gets lodged in our brain. 

We all know this simple strategy when it comes to remembering things ourselves. But when we want someone to remember us, we usually ignore it.

Our natural inclination is to try to make a great impression, and then just assume they'll remember us or what we said forever.

That's just not how things work.

If you want people to see you as an authority, you can't just get your ideas across to them once. You need to communicate on a regular basis.

Repetition leads to remembering.

Part of the secret of all great authorities is simply that they keep on communicating with us on a regular basis. And it's something you need to do if you want to be seen as an authority yourself.

Your platform of choice might be email, like I often use. Or it might be video or a podcast.

Whatever it is, there's a close correlation between how often people are exposed to your ideas and how well they remember them.

And if they don’t remember you or your ideas, there's no way they'll see you as an authority.

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How to get to decision-makers

Posted on January 28th, 2018.

How do you get to the decision maker in a client organisation?

It's a bit of a trick question, of course.

There's no one decision maker.

According to the latest research by the Conference Executive Board, an average of 6.8 people are involved in buying decisions in large organisations. More when the decision is big and important.

Of course, not everyone involved has an equally important role to play. But typically, most of us meet far too few people when we're trying to sell.

We tend to stay in our comfort zones and stick with the people we already know or who are the easiest to get to and the most open to meeting us.

And unfortunately, they're rarely the most influential people in the decision.

So if you already know someone in a client organisation, how do you “get to” the key decision makers? And how do you avoid it seeming like you're going behind people's backs or being manipulative?

I've found a simple 2-step strategy works well pretty much every time.

Step 1: identify and get to the person who feels the pain of the issue you hope to help them with.

No matter who you're talking to in a client organisation it's a perfectly legitimate and above board thing to do to ask who is feeling the impact of a problem you're talking about (or an unfulfilled goal) the most. It makes complete sense to want to talk to the person who stands to gain the most from ideas and solutions to the problem.

And if you've got something valuable to say about solving the problem (like the “high value briefing” I often mention) then it makes complete sense for whoever you're talking to to introduce you to that person. They're doing them a favour.

Step 2: Partner with the person who feels the pain and help them get the issue addressed

The person who feels the pain is strongly motivated to want to get rid of it. If they see you as the easiest and best way of solving their problem, they'll work with you to make it happen.

Now, of course, they won't be the only one involved in either the decision to get started (by hiring you) or in making all the changes needed to get the solution implemented.

So talk to them about what it will take to get this solution implemented. Who needs to be involved? Who needs to buy in?

If they believe you're on their side (which you should be) then they'll usually be open about the process and you can share your experiences on how others in their position you've worked with have managed to get this solved. Who they spoke to in their organisation. Who they had to get involved.

Rather than sneaking around on your own trying to meet and influence key decision makers so that you get a sale, focus on helping the person with the pain to manage their organisation so they get their problem solved.

If they trust you, they'll take you with them to meet the key decision makers. You don't need to go sneaking around.

I've found that this simple process of partnering works way better than any kind of clever strategies for bypassing gatekeepers and getting to senior people to sell to them.

If you partner with someone inside the client organisation who's motivated to solve a problem, they're far more likely than you to be able to get key meetings and to get buy-in from the right people. 

Don't treat selling to a large organisation like a battle or chess game. Treat it as making friends and helping them.

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Authority Marketing

You are your ideas

Posted on January 23rd, 2018.

How do you get someone who doesn't know you yet to see you as an authority?

It's tricky.

Let's be honest, a lot of what we use to try to differentiate ourselves is pretty much the same as everyone else has.

We probably tell our clients we get great results for them. We probably have a bunch of testimonials on our website. And a list of services we offer to deliver the results we promise. We might even have a guarantee.

None of that is probably all that much different from what our competitors say.

Now, under the surface, I'm sure it's very different. I'm sure you deliver different results in different ways and that your clients say different things about you.

But if someone doesn’t know you and just has your website to go on it's hugely difficult to say something different about results, services and testimonials to what everyone else is saying. Everyone says they get great results. Everyone has a 3 step methodology. Everyone has glowing testimonials.

But where you do see huge differences is in the ideas you share.

Look at a handful of websites in your field (or any field). A quick glance at the blogs, videos or free reports they share will reveal huge differences.

80% of the sites will just spout the same well-worn advice in their field as everyone else. Set a clear vision, engage your people, work on the business not in the business, blah blah. It immediately marks them as just being one of the pack.

20% will say something different. They'll have a strong point of view with interesting new ideas their clients can use to be more successful. You might not always agree with what they say, but they stand for something.

That different point of view can trigger lightbulb moments for potential clients. It can get them to whisper “hell yeah” under their breath when they agree. It can make them want to do business with you.

You must be one of the 20%. The different ideas you share are one of the few things potential clients can see that really mark you out as different and better to your competitors.

It takes a bit of bravery to put something out there that others might disagree with.

Bland is easier. But bland is the way of the commodity.

New and different ideas are the way of the authority

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Nonsense I once wrote

Posted on January 21st, 2018.

If you want to make yourself cringe, try looking at what your website used to say a few years ago.

I've just looked at mine from late 2008 after I'd been in business a year.

Apparently “we are business consultants and advisors based in Manchester specialised in helping professional services firms achieve their business growth objectives.”

Wow. Consultants and advisors.

Not bad given there has only ever been the one of me.

And apparently, I helped professional service firms achieve their business growth objectives.

I think that means I helped them get more clients.

Back then I thought that language sounded professional. Now it just seems pompous.

But it's so easy to get lost trying to impress people instead of just communicating clearly.

And it's easy to tie yourself up in the kind of internal jargon you and your colleagues might use, but that makes no sense to your clients. 

A while back, for example, I was at a conference when in all seriousness an advertising guy talked about how his work was all about “consumers having conversations with brands”. Apparently watching an ad on TV is “having a conversation with a brand”.

Last week I got a promo for a conference where a bio for one of the speakers told me she had “a real passion for creating assets within integrated campaigns”.

I don’t have a clue what an asset within an integrated campaign is, but I have a sneaking suspicion this person doesn't really have a passion for creating them.

Passion is what we have for music, art, our favourite football team and our wife. We might like and enjoy our jobs, but who of us really has a passion for “creating assets”?

So let's say what we really mean. Let's not pretend we're passionate about the mundane. Let's not try to sound like we're a big firm when we're not. And let's communicate in ways that our clients can actually understand.

I failed miserably at that in 2008, but I got a bit better over time.

It's not so hard when you stop trying to sound clever or professional or something you're not. 

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Authority Marketing

The “trailblazer” path to authority

Posted on January 18th, 2018.

Today's email is about a path to being seen as an authority that's a perfect fit for those who are just that little bit worried about whether they have all the experience, qualifications or other magical characteristics needed to be seen as an authority by their clients.

I've seen other people talk about variations of this method, but I first came across it by observing comedian Dave Gorman.

If you don't know him already, Gorman is one of our most successful comedians here in the UK with a host of TV shows and best-selling books to his name.

Unlike other comedians, he doesn't stand centre stage with just him and a mic. He basically does powerpoint presentations.

But it's the unusual way he comes up with ideas for his act that's important and relevant here.

Where other comedians sit in a darkened room and scour their experience or imagination for ideas, Gorman does the opposite.

Instead of trying to think of interesting stuff, he goes out and does interesting stuff.

Some of the things he's done have involved travelling around the world to meet other people with his name. Living every day by following a very literal interpretation of his horoscope. Challenging the public to take him on at any game of their choice – from poker to darts to Khett to Cluedo to Kubb.

At every stage, he documents his adventures and then turns them into shows and books. 

Instead of having to recast and reframe his existing experiences to give his “clients” what they want, he goes out and creates new experiences that do so.

And the bonus is that his new experiences somehow feel more real. Like his audience is getting a secret insider view into his world.

I'm guessing you're already jumping ahead to how that applies to authority too.

If you feel like you haven't quite got the experience that your clients are looking for to see you as an authority, then instead of navel-gazing, worrying about it or thinking about how to “spin” what you've got into what they're looking for – go out and do something that gives you that experience.

That doesn't mean you have to spend 5 years working in the trenches aiming to emerge as a fully-formed exemplar of the experience your clients look for.

It means you can do what Dave Gorman did. Go out and try things, document your experiences and share them with your audience in real-time (or close to it).

In essence, be a trailblazer for them. Do what they want to do. Be a couple of steps ahead and show them what it looks like, warts-and-all.

This strategy works particularly well in a changing field where new ideas and approaches are emerging all the time. It means there's always the opportunity to have things to share that are new and valuable (even if it's your insights into things you've tried that haven't worked).

You'll see me use this strategy quite a bit.

Pretty much all of my emails are about marketing strategies I've tried myself. And often they'll be things I've tried quite recently. Marketing kind of lends itself to that – the principles are timeless but the tactics change quite often.

But almost every field is open to this type of approach.

If you're a leadership coach, for example, and your clients want to know that you've been through what they're going through: why not take on a role in a non-profit and document your experiences as the “new leader on the block”? 

Here's the thing…

Not only does this approach show you've got the experience your clients are looking for…

It shows that your experience is recent and relevant. You're dealing with the same issues they're dealing with right now, not relying on things you went through a decade or so ago.

And it builds empathy: you're just like them, but a few steps ahead.

And a nice side effect is that it creates an almost endless source of new and interesting content for you to share. And sharing that content allows you to showcase your expertise without it coming across as showing-off or just being a dull run-through of your credentials. 

Instead, it's an interesting window into someone at the “coal face” of an area your clients are vitally interested in. The feeling that you're experienced and know what you're doing sneaks into their brain without it having to be an overt message.

And so it's much more believable.

After all, who would you consider an expert: the guy or gal who you've witnessed doing something, or the one who tells you all about how they did it years ago?

So even if you have a ton of experience already, the trailblazer method can be a great way of making sure you're much less of a best kept secret and much more front of mind with potential clients.