giving (often described in different ways but with the same meaning) has
been a core value of their business. One of the best descriptions came from
Megan Hunt, the
Omaha dressmaker we met in
Chapters 1
and
3
:
My marketing plan could be called strategic giving. When I launch a
new line of dresses each year, I contact two or three influential
bloggers and create a custom dress for them, which always brings in
tons of new customers when they write about it. But most importantly,
I turn my attention toward my clients. Often, I upgrade someone’s
shipping to overnight for free, or double someone’s order, or include a
copy of my favorite book with a handwritten note. I like to package
my products for shipping like a gift to my best friend.
This strategy has
been a huge contributor to fast growth and popularity in my industry.
John Morefield, an unemployed architect during a time when jobs were
scarce, set up shop in a Seattle farmer’s market with a sign that read “5-
Cent Architecture Advice.” In exchange for a nickel, he would give advice
on any problem that homeowners, real estate agents, or anyone else brought
to him. The 5-cent advice was effectively a lead-generation program that
might lead to additional business, but John legitimately and genuinely
offered professional advice without the expectation of more than a nickel.
As news spread of the 5-cent architect, John got free advertising from
CNN, NPR, the BBC, and numerous other media outlets. Because of the
attention—and new clients who came in through the farmer’s market—John
is now a successful
self-employed architect, a key distinction from his peers
who are still trying to get hired at firms.
Another way to practice strategic giving is to deliberately
not take
advantage of every opportunity to increase income. As my own business
grew and I received more public attention, I began to receive a lot of
requests for consulting sessions. I never really saw myself as a consultant,
but I figured, Why not? If this is what people want, maybe I can do it. I
created a page on my website, received plenty of interest, and conducted a
few sessions as a test. Long story short, the whole thing felt false and
inauthentic to me. I had helped lots of people
with specific problems before,
but not on a pay-per-time basis. When I talked with people who had paid
for access to me, I felt physically ill. I realized my discomfort was in doing
it
for money, so I stopped.
I still do some limited consulting whenever I can, but now I do it for free.
With the right people and on my own terms, I enjoy it—especially without
the pressure of knowing they are paying me to deliver. I’m not always able
to offer helpful advice, but I know that when I can be helpful, that person
will likely be there for me at some point in the future. It’s not about keeping
score or trading favors on a quid pro quo basis; it’s about genuinely caring
and trying to improve someone else’s life whenever you can.
*
Like any kind of marketing, this practice can be manipulated or abused.
Tourists landing at the international terminal at LAX are met outside by
friendly people with official-looking clipboards who offer to help with
directions to the city. “Hey, where are you headed today?” they ask. “Can I
be of assistance?” After they provide directions or answer questions from
unsuspecting tourists, there’s a pitch: “I’m working today on behalf of a
great organization. Can you help us out with a donation?” The implied
message is,
I just helped you … now it’s your turn.
This isn’t the kind of strategic giving that serves your interests well in the
long term. The intention of the airport solicitors isn’t to be helpful; they are
merely using helpfulness as a tool to gain the trust of unsuspecting tourists.
Strategic giving is about being genuinely,
truly helpful without the thought
of a potential payback.
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