Ideal Buyer: Problem, Solution, Process. Done.
On a recent call with 50+ accountants and vendors to accountants, the following question was asked:
“What are you not getting around to, that you know you should be?”
All sorts of answers quickly populated the Zoom chat, the most common being:
“Strategic Planning” (There’s no such thing, but anyway it was popular)
Innovating
Raising prices
Documenting systems
Firing clients you know you should fire
Implementing & Follow Thru
There it was.
So bright and so missing from the tippy top, was:
“Clarifying who our Ideal Buyer is
Deepening our understanding of their problems
Improving our solution
Dialing in our process
Scouring our firm for ways we can help clients get faster, better results”
…
Because everything else on that list is downstream.
It requires clarifying who your Ideal Buyer is, to fully understand his problems.
It requires clarifying who your Ideal Buyer is, to know the solution to his problems.
It requires clarifying who your Ideal Buyer is, to dial in your processes.
…
Without a crystal clear Ideal Buyer, the strategy is “serve everyone”
Without a crystal clear problem and solution to focus on, a firm tries to innovate on 1,000 client problems and makes little progress on any of them
Without a crystal clear problem and solution to sell that is far better than your competitors’, raising prices is a challenge
Without a crystal clear Ideal Buyer, problem, solution, and process, there are 1,000 systems to document, rather than a few dozen
Without a crystal clear Ideal Buyer, without being able to raise prices, it’s challenging to fire clients when there is no path or strategy to replace the revenue, nor is there much reason to believe incoming clients would be better than outgoing, fired ones
With too many clients on the roster, there’s scant time for implementation and follow through
…
It’s so simple. And so easy to complicate.
Start with your Ideal Buyer.
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