Ways to ask questions to determine their problem, how to deliver the value presentation (3 ways) instead of just price, metrics you can change, price anchoring, desired future state, commanding a high price, objections and getting the new business.
Welcome back to a doctor's perspective podcast and Minisode series, Episode 45. Today, this is the episode I was referring to in the past about the future about logos, handling objections kind of about given an artsy presentation. And I always say in the shows, listen, critically think and integrate.
So this one, you got to think a little bit more for yourself, I'm just going to present it kind of how they presented it. If you're a design team, maybe do logos, maybe do website overhauls, branding letterhead, you know, the whole nine. And so that's going to be a much more expensive project.
This is a guy that will charge 30,000 just for a logo when you go on Fiverr or some other place, and do it for like 299 designs, etc. So how can you do that? That is what we're gonna talk about some of the questions to ask some of the objections, things like that.
Before we jump in, and one of them, you know, I was interviewed on getting published podcast, I don't have the number all that yet. But if you're listening to this, hop on there, and you'll be able to find me, we'll start a quote from Brian egg or “what you read becomes what you know, when you practice what you know, you begin to grow. As you grow and share your knowledge you, in turn, contribute to the growth of others. When you share with enlightened those around you, you have exposed wisdom, the knowledge speaks wisdom leads.”
Okay, here we go. At some point, you've probably had a quick conversation with some company before you were able to present a proposal or just a basic coffee date before you are able to pitch them, okay, a fact-finding mission, you want to be extra attuned to words that they use to describe their brand, their history, and what they want to convey to their audience. By using the same words that they use, they're going to feel heard, it's going to help you make the deal, use a name for their avatar, whether they created one, if not, you create one. So that way, everyone's on the same page.
And you can reiterate that pain points a little bit better, Rachel data, data, data and bury data data data, you have both of those, because you might have a guy in a girl as your ideal client, and they might have a different profile avatar. And so you want to be able to find a way to communicate with both of them.
Alright, so we're done with logos, you might have a lot of ideas, you might have a lot of ad copy for your son MD clinic, you might have three pictures, you might have a lot of logo ideas, maybe like seven, all right, but you can't present seven, you got to present three sevens way too many options. The same thing, if you're going to do ad copy, you might have seven, narrowed down to three if you're trying to advertise your clinic, and
Ways to Present a Logo
you want to show them each one individually on a white background. And then after that to a side by side with a single color and a black background, you might have a full-color logo, you put that on a white background. And then the next slide would be a side by side with a single color like the black background with a white, or red or you know, someone colors, they can see Oh, this is what it would look like printed on black and white in a newspaper, on a hat on a T-shirt. And then the full color, this is what it looked like on your webpage. Somewhere in the slot in the presentation, you want to have a slide with all three pictures, logos, side by side, that's kinda what you want to end with. So it should only be about 15 slides, just kind of going through these are what we brought to you, etc.
Important Follow Up Questions
Now once that's done, here are some important questions. Did we miss the mark? Completely? Not what you do, like let me get nitpicky and all this stuff. No, did we miss the mark completely? Unfortunately, to say, Well, actually, no, I like this, I like this. And this. Now maybe they're like, I only like part of this first one and part of the third one. Maybe there's a way to combine those two. Okay? Right. And remember, though, it's not necessarily all that good. When you think that you might have this vibe that you want, like, the style, it could be three completely different styles. postmodern, I don't know, just the text, and then one that has a big image and, or something like that. So once you figure out like, you know, the style that you like, that represents the brand, I should say, that's the biggest thing.
How do you think your customers would like to work? So it's not all about you, it's about the customer? Does it portray what you're hoping that it would if you're an outdoor company, maybe you want to have one of those really cool mountain scenes and your product is from the high altitude, then you would want something that will convey, you're going to be warm, and you're going to be safe in these high altitudes with our company. And your logo needs to portray that. So it's always about the customer.
Somebody wants to have pointed Yes, no questions. That way. They don't keep it too open-ended and they derail the conversation and you don't get any worse. Do you want to ask?
Did we take a step in the right direction to solve the pain point they're having growing revenue, for instance? So did we miss the mark correctly? Did we take a step in the right direction to solve your issue?
And then you can say, Hey, is there one direction we can cross off the board right now, in our example, the middle one, the number two, whatever reason didn't fit your bill for a reason, it didn't cut the mustard. So get rid of it. Now you down to two. And one thing they said is, hey,
Look, don't expect too much feedback today. give them time, don't expect creative direction too much. But give them a due date and a timeline with an expectation of what you expect them to do and how to respond.
So I thought I thought that was interesting, you know, a concept we always forget when we're these women, sometimes I'm doing it, like my clinic in Louisiana. And I always say, you know, I don't want a big logo, nobody cares. I'm not Coke, you're not gonna know what my logo is me a spine or something. Like now I was like, let me just get a little something like some letters. And so I just put the, put the letters as the logo. And then I got caught up in myself. And when I went to print a banner, that the letter logo part got too big, instead of just having the clinic name, and the phone number being bigger like originally said. So you know, it's easy to fall victim to it, you almost need somebody to kind of keep you in check or maybe write something down.
And so this is the criteria and then we start looking at it go back to your criteria checkbox checkbox checkbox. If it doesn't meet, when you originally said, figure it out talking designer make it work.
Alright, going into the objections, going to have some kind of objection. So you have to make sure you acknowledge it. They say, oh, you're too expensive. Okay, I'm too expensive. Now they feel heard. And then if you don't acknowledge what they said, they might dig deeper, and then you really can't pivot. But if you do acknowledge it, it makes them a little bit more ease, you know, too expensive, not enough experience.
You don't know anything about my field, well, acknowledge it. And then you got to find a hole in their logic. two books that were a game-changers win without pitching Manifesto, by Blair ins. And then a local book, the brandgap by Marty Niemeyer was great. If you don't wanna buy the book, just search for review. And you can find several people that have like reviewed the entire book, you can read those get a really good idea for everything that they're talking about. And the wind without pitching Manifesto, that's one that's like, hey, you're worth more than an hourly rate charged by value.Win Without Pitching Manifesto The Brand Gap How to Bridge the Distance Between Business Strategy and Design
All right, here we go. What we can try to do is objected first, then own that and talk about it. You might already know, you don't have enough experience, you know, you're expensive, or you know, that people are like, Oh, you don't know, podiatry? You don't know, my acupuncture clinic? Like, okay, well, I've dealt with lots of dentists and chiropractors. So for sure, I can wear readers too.
So one thing you could say, I'm not sure a company your size can afford us. Now they're trying to prove themselves to you. You killed the objection, then you retreat? Do you see they follow? It's that classic? Oh, it's, if you can't afford it, we'll just we'll just back off. No, no, no, I can do it, I can do it. Because you might be, you know, if you're charging $20,000 for something, and this company is kind of new, or doesn't have a lot of profit, they might have to sit in. So how in the world am I gonna be able to afford this person I was thinking 2000, but 20,000, my goodness, they better really bringing the revenue and increase in sales for me to spend that kind of money, is there any way that I can pull this off, you know, to paint a picture of what they're thinking as not very good.
Number three, pay respect and say, it doesn't matter. You know, look, we know our prices are high, not everybody can afford us. That's okay. We have people that we can refer you to be for these types of projects, we feel they're competent in what they do, then number four could be embracing now we're embracing it, you want to paint a very clear picture of what it would be like to work with someone else. And reaffirming the client's beliefs, but do this genuinely?
What would it be like to work with somebody else, that's when you would pivot because the clients have felt validated, their defenses are more down. Now you wanna talk about why that option may be less desirable, and then pointing out why you are different or better, you know, maybe the other place has like a pretty rigid process. And if you don't fit into their box, you're pretty not, you know, maybe not gonna be happy with results, you know, kind of these clinics, everybody gets the same treatment. You know, that'd be one way to paint like, Yeah, but we don't do that here, you're going to have special exercises, you're going to have a special time with the doctor and myofascial release, or whatever, pointing out why you're different.
So here's something that he said, I'm not a graphic designer, designers are pretty makers. I know, I used to be one. But I'm different. I help the business grow and be more innovative by helping them understand their customers. So that's the pain point, he is saying, Hey, we help you understand your customers. And then we build products around that. I help them talk to their customers in a genuine and relatable way, I will give you the best shot at attracting and keeping your customers see that that's the key there. If you don't need help in this way, save your money, how the other guys will be here when you call in six months with disappointing results. Now that's pretty, pretty hardcore. They're disappointing results. But I get what he's trying to say.
If you just need a new logo, you just need an overhead letterhead. Yeah, these guys are probably good at it, they can do it. But as you need someone to convey that you are a reliable brand that goes into the mountains, and you're going to be warm and safe. I can convey that better. With the words, we use with the pictures we use and everything. So that when people see it, that's the feeling they get. And we'll get you to long term repeat customers. Okay, it's a bold claim.
Now, here are a couple and we'll close it out with this. These are fun. The objection matrix there are for you too expensive. Have you said you're not the expert? You don't have enough resources, like manpower, or you don't have enough experience. So you're too expensive. We are expensive, but there's a good reason. Graphic designers are good at making pretty things I used to be one that was on a nice looking logo, print on exquisite papers thought they might even use a foil stamp. Boy, they do won't fundamentally move the needle. You won't help you get one new client.
Okay, another objection? You're not the expert in this subject matter. This is a good answer, I think the experts are the least risky option. They're very good at doing what they do. They've done it for everyone else, including your competitors. If you want undifferentiated work dictated by the cookie-cutter process, we're not for you. I like that one just because of the Hey, you're right. A lot of people use them, your competitors have used them. So it's fair to say that your stuff going to be somewhat similar to theirs. So you're not going to be differentiated at all. But we can do that for you. You don't have enough resources.
Okay, so they were saying you want to hire someone for the results, but you dictate their process. Second, look, maybe I don't have a team of 50 people. But I don't need a team of 50 people. I got two videographers over here, I got two local people here, I got this, I can outsource what I need to like, Don't worry, we're not overstaffed. But we have high-quality workers. That's what I hired him for. You don't need to dictate the process like this is what you want, I'm going to deliver it to you trust me.
And the last one, you don't have enough experience. All right, let's be honest, we're good at research and fast learners. But you will forget more than we can learn. You're the expert, the process for us helps transfer your organizational knowledge to us so that we can translate that into something your customers understand and value. So it's like, what do they call that? You're blinded by the knowledge that you know? So you may know everything there is the high mountain climbing, I don't, I designed the logos.
So tell me to tell me what you think I need to know, teach me some stuff. Okay. Now I'm going to translate that for the average person who needs to know about this stuff, or for your target audience who people that would want to hike 14,000 to 21,000 feet, like you're too high level, and you can never bring it down enough. But for me, I'm able to process what you're saying and convert it to the people that need to hear it so that you can get the answers.
I hope I didn't lose anybody on that one. I know. I went a long-winded on that. Hopefully, everybody connected the dots. So hopefully, when you listen to this, you're able to think broader about your profession, and the advertising that you're doing. If you're doing it. If you're a new business, if you're looking to do a rebrand, you understand this especially you're gonna go and hire somebody. So I guess that's what this episode could be more. Yes.
How can you advertise? But also maybe you are looking for a rebrand? What are you looking for? In that person that's going to create this for you? Should you just spend 200? Or should you spend more like 2000 or 10,000? Depends what kind of business you have and what your growth plans I think are, what's your ultimate goal for five years from now, maybe you could benefit from a $2,000 person versus just you know, a $500 logo only they might have, they will convey your message better. So, show notes, www.adoctorsperspective.net/m45 , we just went #behindthecurtain.
Check out the future on YouTube. They got a lot of good videos. And if you're interested in some of this more this process, check out the Hamilton beer company. They did a year-long rebrand and they documented it was a pretty good series. And you'll hear some of the things that I was talking about in this episode that they did.
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