Creating Value Propositions for Clients

Explaining your "value proposition" is probably doing more harm than good with your prospects.  Value propositions are meaningless to prospects when they don't connect the dots between what your product does and what problems it eliminates. Here's an example: If I were selling cookware, pitching "titanium-plated non-stick pans" would not resonate with my prospects, especially if they liked their current cookware. In order for "titanium-plated non-stick pans" to mean anything of value to my prospect, I would need to remind them of the gnarly egg crust that they had scrub away when doing the dishes last week and then explain that the "features" of my product are what would eliminate their egg-scrubbing problem. ___ Expecting your prospect to infer what problems your "value proposition" solves for them dumps all the work on your prospect. Do the work for them and put 2 and 2 together so they don't have to. You make it far easier for them to understand why your "Automated Billing Workflows" or "Unified Data Platform" or "Titanium-Plated Pan" is valuable when you ALSO tell them what that means for them. It's YOUR responsibility to remind your prospect of the egg stuck to their pan. 

It probably doesn't matter whether you do customer research or not... ...if all you're going to use it for is to validate the obvious value prop The obvious value prop is the one most people can think of without talking to a single customer. And it's probably the one your competitor is using in their marketing material. You won't get a gold star next to your copy that says "validated by customer research" -- The only way your research moves the needle is if it actually shows up in your copy -- if your copy is actually different Here's two techniques you can use to take it to the next level and stand out: 1) Uncover a non-obvious value prop Here's an example from when I used to market fire protection equipment: The obvious value props were protecting machines and preventing downtime (safety + productivity = save money) After talking to customers, we spotted two less obvious value props: a) Downtime could cause a machine shop to lose a customer, which means we were actually helping them protect revenue (make money!) b) Because we often sold to very busy business owners, we also addressed a psychological pain point ("I have more important things to worry about than the remote possibility of a catastrophic fire") 2) Punch up the obvious value prop with a specific detail Sometimes the obvious value prop IS valid, so you don't have to ditch it entirely Weaving in specific details will build trust by signaling to the customer that you understand their pain points from experience (not just internet research) Here we used "back up and running in as little as 45 minutes" -- which is a specific figure from a customer interview Customer research is a TON of work Don't settle for surface level intel -- keep digging to make sure the time you spend on research really pays off #b2bmarketing #messaging #copywriting

You cannot persuade an Amazon executive by simply selling the benefits of your idea. You earn their support by demonstrating your ability to seek truth, look around corners, and identify why your idea deserves support in spite of weaknesses and challenges. This mindset is also embedded in the leadership principles. Leaders are expected to be “right a lot,” which includes actively working to disconfirm their own beliefs. It’s also part of “Customer Obsession,” “Dive Deep,” and “Think Big,” which explicitly calls on leaders to “look around corners” on behalf of customers. Pitching your ideas without first engaging in truth-seeking runs counter to these principles. One of the mechanisms Amazonians use to operationalize this kind of thinking is the PR/FAQ (Press Release/Frequently Asked Questions) process. The PR/FAQ is a document and review process designed to surface challenges before a product is built. It forces teams to imagine the future in detail, first by writing a hypothetical press release to define the customer value proposition, then by drafting a FAQ to anticipate hard questions. Teams are required to dig for weaknesses, blind spots, and risks early. Unlike PowerPoint decks or prototypes, which are often engineered to win buy-in, the PR/FAQ is structured to disconfirm assumptions. It compels teams to articulate the customer problem in specific terms, quantify it where possible, estimate TAM, and identify the core elements of viability: technical feasibility, business model soundness, unit economics, customer application, distribution channels, and partnerships. In this process, both “internal” and “external” (customer) questions are surfaced. The external ones are often obvious—“Who is this for?” or “How does it compare to X?”—but the internal questions are where truth-seeking really happens. These questions are often “Where are we likely to hit a wall? Will it be technical, legal, financial, or something in customer acquisition?” Jeff Bezos used to say “We want to know whether we’re turning a corner into a boulevard—or a blind alley.” It seems simple on paper—like many of Amazon’s principles. But in practice, this type of thinking is rare. Many executive teams have been conditioned to expect a pitch, something crafted to win approval or secure funding. As a result, decisions are often made based on influence rather than evidence. The loudest or most senior person often wins, even when they’re wrong. The PR/FAQ process breaks that pattern. It allows leaders to evaluate the idea on its own terms and to find issues earlier, letting them course-correct faster. We once worked with a large Bay Area tech company to implement this approach. Initially, their product teams produced documents that read like internal sales pitches. But once they adopted the PR/FAQ process, the tone shifted. (cont. in comments)

Every single sales team I’ve evaluated has one thing in common Their lowest score is on the closing competency. Most teams lose the deal long before they ever talk numbers. If your sales reps can’t clearly articulate the client’s pain, connect it to a specific solution, and build a narrative that positions your offer as the only logical next step. They’re not closing. They’re just quoting. ❌ Combining discovery and proposal into one call short-circuits the sales cycle and kills momentum. ❌ Leading with company-centric messaging instead of client pain points loses buyer interest early. ❌ Generic, uncustomized pitch decks fail to engage and don’t advance the deal. When I coach leaders through this, their close rates go up because the conversation shifts from "here’s what we do" to “here’s how we help you.” Here’s how I coach teams to flip the switch: Customize the proposal based on THEIR stated needs and pain points Start with their top 3-5 challenges (from discovery) Confirm you captured them correctly, it builds buy-in Connect ONLY the relevant solutions to each challenge Limit your company’s slides to 2- 3 slides with clear value proposition, this isn’t about you Share a relevant testimonial right before presenting pricing THEN present pricing once they see the value. If your team is stuck in the present and pray proposal cycle, let’s talk. It’s time to teach your sellers how to connect, position, and close with purpose.

Some of the worst advice out there... not only can you smell it a mile away, but it actually sets you back more than in propels you forward. “Fake It Till You Make It." The mentality might seem harmless... or even empowering. but here’s the truth: it’s a strategy that holds you back in the long run. When we rely on posturing or “faking it,” we create temporary value... a shaky foundation that breeds uncertainty and self-doubt over time. This approach can chip away at genuine confidence, leaving you second-guessing your abilities rather than embracing your true strengths. If you’re “kind of” believing in what you can do, it will lead to “kind of” results. And let’s be honest: no one invests in that. Here’s a path that builds lasting impact and real credibility: 1. Embrace Where You Are Right Now. Actionable Step: List out the top 3 strengths you bring to the table today. Focus on where you already add value. Use this clarity as your guide when you’re in new or challenging situations. This way, you’re building on a solid, authentic foundation... not pretending to be somewhere you’re not. Starting with a clear view of your strengths gives you a confidence rooted in reality... and equips you to approach each opportunity with authenticity. 2. Get Clear on Your Unique Value. Actionable Step: Identify one specific problem you can solve that aligns with your skills and expertise. Write it down in one sentence (e.g., “I help teams bridge strategy and execution gaps to drive measurable results.”). Use this as a go-to when you’re speaking with potential clients or partners. This clarity around your value will set you apart, making it easier for others to see why they should work with you... not just anyone who fits the role. 3. Bridge Your Gaps Authentically. Actionable Step: Acknowledge a skill or area you’re actively developing. Take one concrete action toward growth each week... whether that’s: - reading - building relationships - mentoring Share this journey with trusted colleagues or clients... without underselling yourself... so they experience your commitment to excellence and your drive to evolve. Owning both your strengths and areas for growth builds long-term credibility and shows others that you’re committed to being the best version of yourself. It’s how true leaders inspire and foster trust. And trust accelerates EVERYTHING.

When you're launching something new, you want to be sure it's going to work. Running in-market experiments prior to launch confirms hypotheses before you commit resources. Just as important,  experiments can often prevent big missteps. Here are four rules of thumb that make for powerful experimentation: 1. Test more than one concept or proposition with more than one target market segment. Sure, you can test just one concept with just one target, but you'll only learn if it succeeded or failed. If you test several concepts in parallel with more than one target, you can compare performance by audience and start to understand the drivers of success across concepts. 2. Make sure that tested concepts are distinct and differentiated. Each concept should be unique because the goal is to learn as much as possible. If you only test three shades of blue, you'll never learn that people actually want red. 3. Test more than once. As you see 'hot spots' form between concept and audience, test variations of your winning concept. Let’s say, for example, that you test three distinct versions of your new product concept—let’s call them Red, Yellow, and Blue. In the first experiment, Red tests well with all three of your target audience segments. In the next experiment, test three versions of Red with all three segments. This next experiment might explore value propositions or particular features or positioning. It’s a way to generate additional learning about strategy: →What problem does Red solve for customers? →Which features drive interest in Red? →Which positioning helps to interest people in Red? 4. Be aware of your testing environment and how it creates bias (or not) for your experiment. I prefer real-life in-market experiments, with just enough exposure to generate statistically valid results; others prefer ‘lab-based’ testing. Either way, think about how representative your environment is of your eventual launch. The next time you’re making a big move, remember: experiments are a powerful way to reduce risk, whether you are launching a new product, repositioning a brand, or prioritizing a product pipeline. Happy experimenting! #LIPostingDayJune

Want to know if your UVP (Unique Value Proposition) is strong? Ask yourself: "Why should someone choose me over all other options—including doing nothing?" If your answer is vague, filled with buzzwords, or could describe any competitor, your UVP needs work. Example: A small agency initially said: "We help businesses grow with digital marketing." After reworking, they refined it to: "We help B2B consultants generate 5+ high-ticket leads per month—without running paid ads." See the difference? It’s specific, outcome-driven, and makes the right people say, “I need that.” Now, test your UVP. Answer the question. Does it truly stand out?

Most founders test their messaging with expensive marketing campaigns. Smart founders test it with coffee conversations. The big marketing push approach: • Spend $10K on ads to test messaging • Launch to everyone at once • Get unclear feedback mixed with noise • Pivot the entire strategy based on vanity metrics The conversation experiment approach: • Talk to 10 people from ICP #1 this week • Try different messaging with each group • Learn what resonates before spending a dollar • Refine based on real reactions, not click-through rates Why conversations beat campaigns: → Real-time feedback → You see their face when you explain your value prop. Data can't show you confusion. → Deeper insights → 'That's interesting, but what I really need is...' vs. a bounced visitor → Multiple ICP testing Week 1: Talk to small business owners Week 2: Talk to enterprise managers Week 3: Talk to freelancers See who actually gets excited. Messaging iteration Try 3 different value props with the same ICP. See which one makes them lean forward. The conversation experiment framework: Week 1: 5 conversations with ICP #1, messaging version A Week 2: 5 conversations with ICP #1, messaging version B Week 3: 5 conversations with ICP #2, best messaging from week 1-2 Week 4: 5 conversations with ICP #3, refined messaging What you learn: Which ICP immediately understands the problem What words make them say 'Yes, exactly!' Which objections come up repeatedly Who's willing to pay vs. who just thinks it's 'cool' The goal: Find the ICP + messaging combo that creates genuine excitement. Then you can spend marketing dollars with confidence. Conversations scale insights. Campaigns scale what's already working. Which ICP are you assuming will love your product without actually talking to them?

Good B2B messaging is all about TRANSLATION. Because in B2B, different teams speak different languages. And more importantly… They care about different things. Different teams, with different workflows (use cases), trying to achieve different goals (outcomes). That means you can’t use the same value prop for everyone — even inside the same company. ——— Take Vanta for example. (see image) Notice how the use cases and outcomes shift dramatically by role. The Security Director (champion) and the sales team (user) actually use the product. So your message to them should focus on: → What they’ll do with it (use case) → How the use case is addressed (capability) → What product-level outcome they’ll get In this case: • The security team spends less time on security questionnaires • The sales team gets faster responses to unblock deals Now contrast that with the CFO or CEO. They don’t touch the product. They don’t care about features. They don’t even have the use case the product addresses. So you have to translate those product-level outcomes the champions care about, into the business-level impact these executives might care about. “Faster questionnaire turnaround → deals move faster → more deals closed.” And then translate again for the CFO — because they prefer hard numbers, not qualitative abstractions. “1 extra deal per quarter = $500K ARR annually.” Different language. Same product. Different stakeholder. Different value story. If you don't understand and apply this principle, there is a good chance your "universal value proposition" won't actually resonate with any of the stakeholders in your target accounts. #valuepropositions #messaging #b2b

We all know the importance of understanding our customers. As staffing professionals, it’s essential to know their needs, pain points, and desires in order to craft tailored solutions that will truly resonate. But there’s another piece to the puzzle that’s often overlooked: understanding ourselves, and more specifically, understanding our Unique Value Proposition (UVP). In my years of experience, I’ve seen too many staffing agencies lose their way because they couldn’t clearly define their UVP. They focus so much on what their customers want that they forget to evaluate what their own agency brings to the table. And when your UVP isn’t aligned with the needs of your Ideal Client Profile (ICP), you're missing out on tremendous growth potential. When we talk about UVP in staffing, we’re talking about what sets your agency apart. It's essentially what you do, and more specifically how you do it, to deliver your service to the client. What makes you different from your competition? Is it your superior candidate network? Your multi-channel recruitment model? Your exceptional customer service? Your streamlined processes? Your technology? Whatever it is, your UVP should be the backbone of your sales and marketing efforts, and it must clearly speak to the problems your ICP faces. Here’s the kicker: It’s not just about defining your UVP—it’s about making sure it aligns with the challenges of your ICP. If your ICP’s main challenge is quick staffing solutions and your UVP is built around in-depth, hands-on service, there’s a mismatch. They won’t see the value in your approach because it doesn’t solve their primary problem, they way they want it solved. That’s where many agencies fall short. They don’t spend enough time evaluating whether their UVP truly addresses the key pain points of their ICP. Understanding your customer is important, yes, but understanding yourself and your UVP is equally crucial. Here’s how I approach it: Define Your UVP Clearly: This is where you get crystal clear on what you bring to the table. Don’t make assumptions—validate it by looking at client feedback and past successes. (If you want a template worksheet to guide you in this, just DM me) Align with ICP Challenges: Understand your ICP’s pain points and make sure your UVP addresses them. It’s not just about selling a service, it’s about solving a problem. Test and Refine: UVPs aren’t set in stone. Regularly check in with your ICP to ensure your offering still resonates. If not, adjust your UVP to stay relevant. Remember, understanding your customer is vital, but understanding yourself and what you uniquely offer them? That’s what will make all the difference.