Reciprocity -- the real thing?

This image is from Henry Goudreau's marketing email for his $399.00 Marketing Tool Belt.

Marketing consultant Henry Goudreau has sent out (and granted me permission) to republish this marketing email:

Mark (Editor's note: This is an auto-generated personalization)

The Law of Reciprocity means to give and take mutually, to return in kind or even in another kind or degree. The law of reciprocity simply means that when someone gives something, you feel an obligation to give back.

Interviewing prospects using the Law of Reciprocity.

When interviewing a potential referral source or client, ask questions that will educate about the prospect and their needs. One question that I ask all potential referral sources is this: "What is the biggest challenge in your business that you are currently facing"? The goal is not necessarily to fix their problem, but to provide them with support through an article or referring them to someone who can assist them in their area of challenge. Purposefully look for opportunities to provide information that is helpful to others.

Reciprocity is a basis of trust and a basis for legitimate power. The principle is that others will reciprocate in kind based upon the way you treated them. The world gives you what you give to the world.

Reciprocity isn’t always instantaneous, therefore persistence is vital. Even if you’ve found yourself saying, "I’ve tried that and it doesn’t work", don’t give up. At the appropriate time you will reap a harvest. By understanding and using the power of reciprocity, you can improve your relationships and avoid mistakes that can permanently damage your relationships. In life and work, you get what you give.

The Results Are Amazing

When I get contractors to start using the Law of Reciprocity it is amazing the results they start receiving. prospective clients now see them in a different light. Instead of selling them the old-fashion hard way, they allow the law to do it for them. The prospective client now views them as a resource and expert instead of "just another contractor." This makes them the contractor of "choice."

That is why I've included in the Contractor's Marketing Tool Belt http://www.hgassociates.com/about.htm<http://www.hgassociates.com/marketingtoolbelt/> a very special report that details how to unleash the Law of Reciprocity with white papers and reports. Why become a victim of the economy or "Occupational Slavery" when you can start thinking outside the box and capture new clients.

Good hunting!
Henry Goudreau
HG & Associates, Inc.

The advice here is sound -- my only (real) problem is what we find when we go to the link, which I said I would reference but, sheepishly, did not check before requesting his permission to reproduce his email. I found a blatant solicitation using conventional mass web posting marketing techniques for a $399.00 "Marketing Tool Belt".

Woah...

This is NOT reciprocity applied the way I believe, for any meaningful long-term relationship development. This is appealing to emotions, and asking for money, for a quick fix!

Goudreau's selling model may work here, and his Marketing Tool Belt may indeed be good value -- and I'm sure he will honor his money-back guarantee if you request it. There is also indication that the type of offer he is making is a very rational and healthy intermediate stage in developing the continuum between initial blogging and website information generosity, and finding meaningful long-term high value business relationships. In other words, an offer such as this might be the ideal thing for people to try out a service pending a larger and more expensive relationship (something that I believe Goudreau offers.)

But my approach to reciprocity is much more patient, slower, more relaxed and less mass-marketing oriented. It also, I hope, is sincere. If anyone thinks that the purpose of this blog is to create an environment where you will immediately pull out your credit card and send me $400, you are obviously not reading the same message I'm writing. But indeed it has a lot to do with the principal of reciprocity -- it is just that the reciprocity will happen when it is right, not when it is pushed on you.

Henry Goudreau, HG Associates

The Measure Call


Marketing consultant Henry Goudreau in his CD Series advocates the use of the "Measure Call". This call/visit occurs after you've systematically qualified the initial lead and, Goudreau suggests, is the point where you find what really matters to your potential client.

For residential work, this 'measure call' is the visit to the home to take measurements and determine the scope of work. But, Goudreau wisely suggests, during this visit you absolutely must refuse to discuss price, even if the homeowner pesters you for a ballpark number. Instead, while you are taking notes and measurements, you use the time to engage in 'small talk' with various questions to determine exactly why the prospective client wants the work done. Then, you arrange a second visit with a well-thought, comprehensive proposal, that answers the prospect's hot button priorities.

Goudreau suggests a similar approach for commercial, industrial or even government work. In these cases, he said once he called members of an organization's Board of Directors individually, listened to their specific concerns and priorities, and then, when he made his formal presentation to the Board, included these concerns in his observations. And for a government design-build project, he again arranged a pre-meeting with the decision-making group; discovered what really matters to them, and then presented an appropriately responsive proposal.

This requires work and effort -- clearly you need to have a screening resource to qualify your prospects because you are going to need to spend time with an additional visit and/or phone calls to gather the insights you need. But it makes a whole lot more sense to do things this way than to just blast out a standard proposal, and 'pitch' your service -- you then, even if you have a chance of winning the work, will likely win it only on price -- and that will probably be unprofitable for you.

Unfortunately, in his CD, Goudreau moves on to an 80s style approach and recommends you not take 'I'll think it over' for an answer. Even though he says he does not advocate 'high pressure', he goes on to say that you should never leave that second call where you make the meaningful presentation without an order in hand. He suggests you press for the decision and hold the pen for the clients to sign. Maybe this approach works if you are a died-in-the-soul hard-rock salesperson, but it doesn't ring right to me. Obviously you need to have confidence to ask for the order, and you should investigate for hidden objections if the potential client uses the traditional "I'd like to think it over" stall, but if you are doing things right, in my opinion, the process should flow so naturally that if the client is the type who really likes to deliberateand think carefully and not sign on the spot, then you will still get the business with some 'think it over' time. The point at which some sincere effort to put the deal through transforms to high pressure can be murky --I think you need to assess the situation on a case-by-case basis.

Getting seven out of eight right is pretty good

I like seven of the eight suggestions in a recent promotional email from construction marketing guru Henry Goudreau, so will share them here.

Here are eight things you can do to find business in a tough market:
1. Look for new prospects to call. Call on prospects you never thought of calling
before. Get on the phone ... make a deal ... make some money! Stretch your imagination. Go out and generate some positive activity.
2. Spend at least ONE HOUR a day on the phone telephone calling these people. If business is slow, you've got plenty of time on your hands to accomplish this. Start calling people ASAP. There's a huge difference between being busy and being productive. Your assignment is to look for customers. Don't think about it, JUST DO IT!
3. Create a dynamic USP and Elevator Speech. (Editor's note: See this entry on the "Elevator Pitch" from May, 2007.) If your calls are ending in less than 10 seconds, you're doing something wrong. You might not be peaking their interests. Go to Volume Two and review how to develop a great USP and Elevator Speech and learn to ask the right questions.
4. Expect voice mail. That's right, everyone is using it, probably you too. Note the time of this call and try another time either at the beginning or end of the day. Meanwhile, move on to your next call.
5. Expect rejection. No one is waiting for you to call so they can buy your services. Expect rejection. Your job is to find the decision maker who makes the decisions, qualify them and develop them.
6. Ask great questions. Don't talk about yourself learn to ask the questions that will reveal to you what it is they really want. Try to discover their problems and what they need.
7. Identify decision makers. Only work with decision makers, find a way to get around the gatekeepers.
8. Always ask for commitments. A commitment is a commitment, big or small. Ask for the deal or ask for another appointment face-to-face so you can get more information that will lead you to "wet ink." Always ask for a commitment.

The only point I disagree with is his observation: "Only work with decision makers, find a way to get around the gatekeepers." In the sense of not trying to actually 'pitch' to gatekeepers, I agree, but the fact is, gatekeepers are there for a reason -- and they are actually decision-makers of the highest order since they control access. Ignoring that, or regarding the person (or voice mail) that screens calls or 'denies access' is inviting perpetual frustration.

Respecting their role, and having a clear understanding of your purpose and the legitimate basis of communicating with the 'boss' is vital -- if you don't have it; if you are just banging out the calls with a rote process and not much thought -- you will (especially in a smaller market) quickly burn up your leads and end up with little to show for your efforts.