One of the first things we had to do when we entered the call tracking market was sit down as a marketing team and develop a unique selling point or USP.
We had to answer fundamental questions like:
Every business needs to understand clearly its USP. It isn’t enough for the owner of an SMB or the marketing team of an enterprise-level company to know the unique selling piont. Every single person in the company needs to know the USP. And, more importantly, they need to be conversant in it.
So how do you develop a USP? Here are a few questions that helped us and are essential to ask during the process.
Far too many companies market their products and services without ever really thinking about who they are trying to market to.
They’re so focused on tactics that they forget the target. They can’t see the forest because they only see trees.
You need to create firm and realistic buyer personas for your clients and your targets.
It is very difficult to determine your USP, without knowing how your customers find you. If you want to target a specific demographic, you need to know where that demographic is finding you. Tools like Google Analytics can track web traffic. Tools like Convirza provide call tracking and call analytics data.
You MUST know how customers find you.
Hopefully, this list is rather long. Is your pricing better? Is your product better? Which specific features are better? Is your customer service better? Is your delivery better?
Answer this question and then market to this question. Focus like a crazed lunatic on your strengths. Market to your strengths. Hammer these strengths in until your audience and your competitors know how you define yourself.
You’re the company that’s good at x. That’s how you want to be known.
This is a reality check. And every company needs one.
Sit down and make a list of how you’re worse than your competitors. Where do you fall short? Every single company in the world could create a list of this kind.
How does this help?
Well, don’t try to compete with your competitors in areas where you are worse. For example, if you’re just more expensive, you don’t want to compete with your competitors on price. Don’t mention pricing. Don’t discuss pricing. Or, figure out ways to improve your pricing.
The same is true of any weakness, either don’t mention it or fix it.
This is really the crux of the USP formula: what makes me unique? How am I different from my competitors?
How do you figure this out?
Well, you probably already know the answers, you just haven’t really thought about it.
If you’re a marketer at an enterprise-level company, you can gather your marketing and team and literally brainstorm this concept. Even if you think you know the answers and are actively marketing based on these answers, you can still recalibrate every quarter or every 6 months.
If you’re an SMB, you can literally write a list of ways you’re different than your competitors.
Every Convirza employee could rattle off 10 – 15 reasons we’re different than our competitors. Your company should be able to as well.
You should market to your focused, unique selling point. Now that you know your strengths, your weaknesses, your audience, and what makes you unique, you should be able to market more effectively. Ask yourself if every marketing effort highlights your USP. If it doesn’t, don’t do it. Or change your messaging until it does.