Marketing people LOVE -- really

Marketing companies talk about appealing to your customers' emotions — hit them where they live. And it's true: as logical and business-focused as people are, buying is inherently emotional.

I’m a skeptic--and so are the customers we help reach. HubSpot, a leading inbound marketing platform, strives to be the technology behind "marketing that people love." I follow their research closely, but test at every turn for relevance to the markets we serve. PLS works with companies that sell to research scientists and engineers in industries like medical device, semiconductor, defense and security -- not exactly "touchy-feely" guys.

So how do B2B technology customers sell on an emotional level? You have to establish credibility and build the business case, but also appeal to their gut and their heart for them to take action. This is a big hurdle: the tendency to do nothing is stronger than ever. Neal Elli of Empire Precision thinks it's genetic: the first apes that were brave enough to come down from the trees got killed. The ones that stayed put lived, and passed on the tendency to stay put.

It takes a lot to compel people to act, or in the case of your customers, to buy. In consumer marketing, you can promise to make people thinner, more desirable, more loveable. In optics, photonics, and instrumentation, we have to hit different emotional chords:

Safety: Your track record of delivery and product performance, your position as market leader, customer testimonials: all these create trust — a belief that you're the safe bet.
Payoff: They'll keep their job.

Heroism: Your product lets them do something they couldn't before. They'll save the company money, conduct break through research, get published.
Payoff: Personal brand and career advancement.

Resonance: Your brand, salesperson, product, and service hold up a complimentary mirror. They see you the way they want to see themselves.
Payoff: Comfort and prestige. It's the reason you buy a Mac, even though it costs 2x the price of the HP. You want to be associated with the Apple brand. This consumerism spills over into decisions you make for the business.

There has to be a business case for the company, but also a personal payoff. What's your product's appeal? Why should they care about your product and not someone else’s?

The positioning process helps you define who your buyer is and the unique value proposition you offer the buyer and his company, but also how you can elicit those emotion-based responses needed to make the sale. It is the foundation for marketing that works.

Diversifying revenue streams

The easiest sale is to your existing customer. But easy money doesn't make for sustainable companies. Market leaders like ITT Exelis and Melles Griot know this: they're restructuring and entering new markets to diversify revenue streams by industry and by customer. Why? Simultaneous dips in defense and semiconductor markets. For many companies, too diversification comes late. Real market traction takes 12-18 months, and can come as a surprise if your mix is out of whack.

Here in Rochester, countless small companies closed due to their reliance on Kodak and Xerox. When I took over this company, one customer accounted for 80% of our revenue. [We speak from experience here.]

I work with companies in the laser market with too big a concentration, looking to grow biotech and consumer goods to decrease dependency on other markets.

What’s the right mix?
My rule of thumb: 20% per customer, 33% per industry.

Your CFO may agree: CPAs audit for revenue streams over 10%, but would voice real concern over 20%, says John Rizzo, Managing Partner of Rizzo Digiacomo, CPAs.

How to diversify
If you're too dependent, but limited in resources to pursue new industries, some suggestions:

• Identify and stick to core competencies. Vertical integration doesn't decrease risk. 
• Decide between geographic, industry or product expansion. "Decide" comes from the Latin for "to kill"--choosing which you will NOT pursue this year is one of the hardest and most necessary keys to success. 
• Create a customer persona in the industry you excel at--look for parallels in product demands, demographics, buying behaviors. You're looking to reach similar customers with demand for similar capabilities, driving your product in a direction that increases your competitive edge in both markets.
• Test demand early and often. One customer, in looking at geographic expansion, started google ads in a country they were considering as a target. They were able to compare impressions and clicks against countries where they had a strong customer base. Talk to dealer sales reps in the new territory or market: what do they hear from their customers? 
• Position your product in the new market: Same product, new customer will mean new "care-abouts."
• Look for leverage in your marketing plan. Change up your activities for better cross-over. Design a single tradeshow booth with changeable signage per market/application, web landing pages per market, etc.

Whatever you do, make sure you look at your customer and industry mix as part of every review of financial health. Take deliberate action to achieve and maintain the mix that's right for your business.