What Does Your Proposition Offer?
A proposition is a project proposal. It implies some exchange. The proposition may be made by a coach, who will help their customer achieve something in exchange for a fee. The customer must decide whether the proposition is worth the fee.
The coach does not sell coaching. They sell the outcome; a new skill or something the customer will achieve.
This closely parallels the difference between outputs and outcomes. So, a coach might offer 10 sessions. The customer would have reason to complain if the coach delivered only 8 sessions. However, the important thing is not the number of sessions delivered (output) but the result of the sessions for the customer (outcome). If the customer achieves their desired outcome after 5 sessions, they can call a halt but they will still have received what they paid for.
So, if you sell anything, your proposition must address the likely outcome of purchasing whatever it is you’re selling.
This post is the first in a sequence about propositions. It addresses the third element of the circuit questionnaire. My niche statement, which is my proposition, has changed since then. So, in this sequence I shall focus on my latest proposition.
In the same post, I considered marketing causes. I suggested causes can be either a proposition or a commodity. My niche statement specifically positions me as someone who assists with marketing causes and so I will keep this in sight.
My current niche statement is:
I help local business owners and organisation leaders who are overwhelmed by how to consistently find new customers or members. I show them how to use community-based marketing methods both online and in-person to promote their business or cause and create a devoted following who keep coming for more.
Propositions can offer three outcome types:
Fix a Problem
The big advantage of fixing problems is people with the problem are likely to be aware of it and seeking a solution.
The big problem is people who are aware of their problem often have a hazy understanding of it. Consequently they often seek a particular solution and do not look closely at their problem. This can mean the solution they seek does not adequately address the problem.
You will note how my niche statement does not suggest one particular solution. The problem is finding new customers or members. Often someone with this problem wants a website. This is a solution and it may or may not be the right one. Even if it is the right one, there are many types of website and the even best websites won’t work if the owners are unable to manage it.
If the aim is to fix a problem, the essential first step is to understand it. The problem is not lack of a website or any other marketing approach, so much as failure to engage with the potential market. You cannot fix a problem if you do not know what it is.
The customer knows they have a problem but will not necessarily understand it. To explain it to a coach or non-directive consultant, might help them understand the problem at a depth they have not previously reached. At this point the customer may see new solutions.
Whilst products or services are usually designed by an organisation, causes are outside the control of the organisation. The organisation can attempt to fix this external problem, ignoring internal issues that prevent them from being effective.
So, the problem may not be climate change so much as, how do we promote our particular solution to climate change?
Prevent a Problem
Here potential customers may not be aware of their problem. A healthy diet is beneficial throughout life but typically becomes an issue in later life when the ill-effects of a poor diet become clear.
So, here the chances are potential customers are unlikely to come forward with a problem or a solution. Indeed they may resist thinking about the problem, however real it may be. Climate change is like that. It still seems relatively easy to ignore the evidence and carry on as if it is not happening.
A client just starting out may want to promote a new idea. Certainly a marketing strategy at this early stage may prevent problems down the road. A good idea under these circumstances is to start small. A pilot programme can identify problems before an offer is rolled out to everyone.
Opportunity to Gain
This is strongly implied in my niche statement. I aim to help people find support for their business or cause. Note the outcome is not always financial. A cause may seek supporters. In practice, most causes need financial support but usually value non-financial support just as much.
Even entrepreneurs need reassurance it is OK to seek financial gain. The reality is if you have a good offer, you need income from the offer if you are to keep going.
Most people recognise this as legitimate. However, they still need persuading the fees charged are value for money. The value of the offer is its benefits or outcomes, whether they are for customers or the beneficiaries of a cause.
With causes, effectiveness is sometimes expressed as the percentage of the income devoted to administration. The fact this so often hits the headlines is evidence of how important it is to get it right. It can be legitimate to devote 100% to salaries so long as this is clear and the benefits are transparent. After all, many freelance businesses offer great value and their income devoted solely to personal income.
Can you think of other examples of outcomes from propositions?