Muitos dos meus clientes são provedores de serviços premium. Sua experiência é incomparável e os serviços que eles prestam estão realmente no topo de seu campo. No entanto, às vezes eles se encontram presos em uma corrida de preço.
Como você ganha o cliente quando sua competição oferece um preço que é inaceitavelmente baixo para o serviço que você oferece? in touch
Here are two strategies that I give to our clients so that they can retain their premium price tag and exceptional standards.
If you would like to hear more about this please feel free to get in touch below.
Strategy 1: Prioritise being the best athlete, not the most attractive one
One of my clients used a very clever phrase on one of our group consulting calls: “You can have fast, brilliant, cheap. Choose 2.”
That quite succinctly summarises this first strategy: you need to get them to see that the value you are offering is worth compromising on the “cheap” part, Ao mostrar que você está realmente dando os melhores resultados. Eles treinaram duro e investiram em seus equipamentos, consultoria e saúde pessoal. Eles reconhecem que
The fastest runners haven’t by cutting costs. They’ve trained hard, and they’ve invested in their equipment, their consulting, and their personal health. They recognise that O valor de comprar os melhores sapatos vale o custo monetário. Eles reconhecem que o valor do treinamento todos os dias vale o custo de gastar esse tempo se tornando mais forte em vez de assistir TV ou jogar um videogame. Eles reconhecem que o valor da alimentação saudável vale o custo de não satisfazer a gratificação imediata que a comida menos saudável ofereceria. Os problemas que você está premingando para eles e resolvendo para eles. Isso pode vir na forma de dinheiro, mas também pode ser de outras maneiras - tempo, esforço, espaço de cabeça etc.
Here’s a framework that may give some additional clarity:
Value = Benefits – Costs
The benefits here are all the services you are providing to your clients. The issues that you are pre-empting for them and solving for them.
The costs here are what they have to give you or give up to receive those benefits. This can come in the form of money but could also be other ways – time, effort, headspace etc.
Quando você pode demonstrar claramente que você Entenda seus clientes emotionally, what they are suffering with, and that your solution will resolve it, it becomes clear to them why you are better than any cheaper competition.
A clear understanding of the costs from their point of view demonstrates an understanding of the customer’s position, and then they are more willing to accept that the value of what you are offering is worth that cost.
Qual é o resultado final? Demonstre que os benefícios que você oferece valem o custo. Concentre -se em valor, não preço. do que eles, mas que você é
Strategy 2: Take yourself out of the running
The 500m relay runners won’t be compared to a 100m sprinter and neither of them will be compared to a marathon runner.
So, when you think you are locked in a battle of price with your competition, then maybe it’s not about proving you are better than them, but that you are outra coisa completamente. Eles criaram certos "acordos de nível de serviço" (sLAs). centrado no preço, mas em vez do que você está realmente oferecendo. Isso facilita, na verdade, se envolver na primeira estratégia acima - porque eles já estão focados nos "benefícios", não na parte dos "custos" da equação.
Change the frame of reference – show you are not actually running the same race as the competition they are comparing you to.
Your prospect’s previous service provider – and your competition – have been working within a certain framework. They have set up certain ‘service level agreements’ (SLAs).
If you want to distinguish yourself from them, then detail out the benefits of your service and lay out an SLA that is something entirely above and beyond anything your competition offers.
This then takes your prospect away from comparing you to the competition and instead allows you to have an independent conversation with your prospect.
The decision from the customer point of view is then no longer centered on the price, but instead on what you are actually offering them. This makes it easier, really, to engage in the first strategy above – because they are focused on the “benefits”, not the “costs” part of the equation already.
Qual é a linha inferior? Você tem outras idéias sobre como se destacar contra a competição mais barata? Informe -nos nos comentários abaixo. Show how different your service is so that comparing you to the ‘competition’ looks like comparing apples and oranges.
Are you ready now to strap on your running shoes and get ahead of your competition? Do you have any other ideas on how to stand out against the cheaper competition? Let us know in the comments below.
If you would like to discuss any of the points covered here, please feel free to request a free call below.
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