If you ask these owners how they get new clients on a consistent basis, they typically shrug their shoulders and say, “We’re a word of mouth business” or “I’ve built this firm entirely on referrals.” But then re-ask the question with a focus on getting new clients on a consistent basis and that’s when they realize that word of mouth and referrals are strategies based on hope.

Now, let me be clear, both referrals and word of mouth are critical to your success, but you cannot control new business generation from either. It’s going to happen (or not) based on the quality of your work and the service you provide. If you run a successful business based solely on referrals, chances are you have been accidentally successful. And I say accidentally because you don’t know what to do to generate new clients other than working hard and doing a good job. It’s not a repeatable system.

Marketing doesn’t have to mystery. In fact, marketing is not rocket science; it’s just that most business owners have never been trained to be effective marketers. The top three proven marketing strategies for growing a professional firm are:

1. Speaking
2. Writing
3. Networking

And here’s the best part; the future of the web is built to allow anyone to take advantage of these marketing strategies. Web technology like webinars and online video sites allow you to easily share your knowledge and expertise via speaking. Today, the barriers to publishing are virtually non-existent with blog platforms like Wordpress, Moveable Type and Typepad—not to mention online article distribution services like ezinearticles.com and isnare.com or self publishers like lulu.com if you want to pen a book. And it’s easy to expand your sphere of influence through social networking sites like Facebook, LinkedIn and Twitter.

In today’s competitive marketplace, it’s not enough to be great at what you do. To take your firm to the next level you must be recognized as an expert in your field. And to be recognized as an expert, you cannot be an accidental marketer.

NOTE: originally published as a chapter in Age of Conversation 2 - Why Don’t They Get It?

Recent research from Bain & Co. shows that a 5 percent increase in customer retention can increase profits by as 85-125 percent. That’s a pretty good return on investment (ROI) and should be your biggest area of focus. What are you doing to ensure that clients and customers keep coming back? It’s no longer a matter of simply doing a good job and working hard for the client. As consumers, we have too many options and very little time to make decisions. Therefore, we base decisions on trust - and trust is based on consistently positive experiences over time.

To a large degree, companies that sell products have it easier than businesses that sell services. Every time you walk past that little trinket you picked up at Artique or put on that little black dress you bought at Bella Rose, you are reminded of the store. When you’re on the golf course and crush a drive straight down the fairway with your new TaylorMade Burner driver, you know you made the right choice. A product can elicit wonderfully positive feelings that come when you use it.

Service firms are challenged to make the invisible tangible and valuable. For instance, what are you really buying from a financial planner? How do you know if the ad agency produced the absolute “best” advertisement? Would you have gotten a bigger settlement with another attorney? How much better is one consultant over the next? And is she really worth the fee?

The typical client can only evaluate whether the service was performed or not. It’s very difficult to judge the quality of a professional service; and who knows if another provider would have delivered the service any better? It’s hard to trust in things that you cannot see.

Ultimately, it’s the relationship that counts. I challenge you to think about how you will build deeper, stronger connections with your existing customers and clients. Most retail businesses have some form of loyalty program; unfortunately they rarely take into account the individual customer. Sure, Kroger gives me a discount when I use their ubiquitous Kroger Card, but saving a few bucks on groceries isn’t enough to build a relationship with me. Why aren’t they proactively recommending products that I might enjoy based on my buying habits? Why aren’t they letting me know when my daughter’s favorite snack is on sale?

One of the shining stars in customer loyalty is Amazon.com. They build customer relationships better than almost anyone does. And it works; they are the #1 American retailer on the web. They attract twice as many visitors as Walmart.com. On most Amazon product pages, there are 15 different elements that help to guide your buying decisions.

Here are just a few of the features through which Amazon.com acquires and leverages customer behavior:

• Five star ranking
• Customer reviews
• Add to your wishlist
• People who viewed this ended up buying…
• Customers who purchased this item also bought…
• Customer discussion forums

Amazon truly understands how to keep you on their site and how to keep you coming back for more. It costs you 5-7 times more to find a new customer than to retain an existing customer. This means that every dollar spent on marketing to your current client base will return 500 percent more profit than marketing to strangers.

Your customer list (and the knowledge contained within) is pure gold. One of the things that separate a loyalty-focused company from the pack is their ability to know and leverage customer information. I recently met with Executive Jet Management (EJM), a private jet charter company based in Cincinnati. For their VIP clients, EJM customizes each charter flight to the client’s preferences. They know if you prefer Diet Coke to Pepsi. They know if you like cashews over pretzels. If you’re an executive and your time is money, they know you’ll need Internet access while in air. While most private charters are experiencing slowing demand and higher operating expenses, EJM is doing pretty well.

We all love to feel appreciated, yet few companies do a good job of it. Trust and loyalty come from consistently positive experiences over time. It’s easy to fall into a rut when you see the same people come into your business every month. We’ve all been on the receiving end of poor customer service, long waits and unfulfilled promises from companies. We rarely complain, but we have lowered our expectations. Don’t be happy with “satisfied” customers. These are the ones that will happily go somewhere else when a better competitor comes along.

The best way to grow your business in a tough economy is by focusing on customer retention strategies. Start by taking better care of the people you’re already doing business with. Start by turning them into raving fans and they’ll take care of you.

The Marketing Bootcamp is an 90 day (six session) client attraction program for independent professionals and business owners who want to radically improve their ability to attract new business—without wasting a lot of time, energy or money in the process.

Think about the following:

What are you going to do differently in 2009?

I know that you are tired of guessing at how marketing works. I know it can be frustrating. I know that money is tight. I know that 98% of you need more business this year than you had in 2008–and I know you need it NOW.

And that’s exactly why I developed the Marketing Bootcamp.

The Marketing Bootcamp is an 90 day client attraction program for independent professionals and business owners that want to radically improve their ability to attract new business—without wasting a lot of time, energy or money in the process.

Take a minute to think about the following:

Blending into the herd has never really been my style. And this is my year to spread the message far and wide.

Here’s his way to kick off the New Year…

Thanks Tom.

Enjoy.

If we can imagine it, feel it and see it, then the actions required to make it real become apparent. It still takes some work, but what you think about, you create. Therefore, the question isn’t: “What are you going to do next year?” The question is: “What do you really want in your business next year?”

When the New Year rolls around we typically think of resolutions. But the way we structure resolutions make them almost useless. They are either about things we want to stop doing (smoking, eating) or start doing (exercising, marketing). How many resolutions have you kept over the years?

When the focus is on not doing or doing, there isn’t enough emotional buy-in to propel us forward. There’s no vision in a To-Do list.

If you say, “This year I want to do more marketing; I’d like to get my web site up, start an eZine, network more, and do some teleclasses,” you’re setting yourself up for failure.

Either it’s not going to happen, or it’s going to be quite a struggle. Deep down inside you know it’s true, but heck it’s the New Year. Might as well be positive, right?

For 2009, I encourage you to create a vision to create progress.

Instead of focusing on what you’ll do, focus on how you want to “feel”. How do you want to feel about marketing this coming year? And wouldn’t it be smart to focus on some positive, uplifting feelings (instead of those feelings of dread that come up when you list the things to do)?

You might state it like this: “Next year I want to be excited when I do my marketing. I want to have fun and feel that I’m making a difference. I want my marketing activities to be inspiring, challenging and energizing!”

How does that feel? Say it out loud or write it down. Seriously, write yours down now…

Next, you want to focus on what you want to “have” in your marketing. What do you want things to actually look like? For example:

• “I want to have an attractive, persuasive web site that excites people and gets them to take action when they visit it.”
• “I want to have an email newsletter with subscribers from all over the country. I want it to showcase my expertise, build credibility and get people to call me about working together.”
• “I want to develop a seminar that people walk away from energized with practical tips to improve their situation and afterwards they engage me to help them solve their challenges.”

Your turn; write a list of the main things you’d like to have in your marketing next year. And make sure every single thing on that list is what you really want, not something you think you have to do.

Do you see how different (and powerful) this is from creating a “Strategic To-Do list”? It makes all the difference in the world. Start with feelings, then focus on what you want to have. And only then do you give attention to the things you need to do to get there.

By doing this, you’ve set the groundwork for actually creating what you want in your business next year.

So many people struggle with marketing and attracting new clients because they look at marketing as a “necessary evil” that has to be done (but never enjoyed). When you create a compelling marketing vision, marketing becomes exciting, fun and effective.

This very simple approach to creating what you want might be called “living from your vision.” A whole lot more inspiring than “living from your to-do list,” don’t you think?

The internet has literally changed almost every aspect of our lives in one form or another. Consumer Advocates have ALWAYS been the true driving force behind product sales. Ask anyone with a limited marketing vocabulary and they’ll tell you that word of mouth is the best form of advertising–and they’re right.

Technology drives marketing strategy to a large degree. From the days of the “traveling doctor” in the Wild West, to Coney Island hawkers, to Saturday morning network television cartoons; advertisers used technology to their advantage because they could afford to do so. The modern internet, call it web 2.0 or social media or whatever, has allowed ALL of us to express our advocacy to the masses. Tools like Blogging, Twitter, Email, YouTube, etc… have given us the power to say what we like and dislike–especially what we dislike.

Big companies are worried about using social media as a marketing vehicle because it allows the unwashed masses to say something negative about their products or brand or name. Well guess what? People have always controlled the message; not corporations. Neighbors have always talked. Hairdressers have always gossiped. Today we live in a world where experiences are no longer contained to friends and family. Chris Anderson, author of The Long Tail, said it best, “the ants have megaphones.”

If you’re a marketing manager for a big company, you better get used to it because more and more power will continue to go to the customer. Pull your head out of the sand and participate in the conversation. Honesty, authenticity and real dialogue never go out of style.

One of the biggest mistakes I see consultative professionals make is to offer a solution during an initial conversation with a prospective client. You may not be aware of the damage you’re doing to your ability to be hired when you offer these “golden nuggets” of advice.

Let me explain. By a consultative professional I mean someone who offers customized advice, direction and solutions to a specific problem. Here are a few examples of consultative professionals: designer, physician, architect, engineer, business coach, consultant, ad agency, chiropractor, attorney, financial adviser, accountant, etc…

They people are very knowledgeable about their given trade. They typically have years of education and experience and often a few initials behind their name. They don’t just sell “what’s in their briefcase,” they uncover problems and issues for their clients and prescribe customized solutions to those problems. And they are very comfortable talking about their solutions. Herein lies the problem.

When asked to offer advice, a consultative professional often jumps right to their solution. They mentally cull through years of experience and similar situations and offer an amazing nugget of insight. Most of the time, their advice is spot on. But often that amazing advice is never acted upon by the recipient.

One of two things usually happens; if the other party acts upon your advice they are typically missing a few key ingredients to make the solution a success on their own because they do not possess your wealth of experience and knowledge. If they DO succeed, they often wonder why people would pay you if the solution was so simple that it came out of a 20 minute conversation.

But most of the time, they will not take action on your advice. And when you check on their progress the next time you meet, there’s often an awkward moment where they feel like they have to explain why they sat on your golden nugget of wisdom. Here’s why; you never took the time to fully understand the problem behind their request for advice. Solutions, unto themselves, are devoid of value without a problem to fix.

I talk to consultative professionals every week that feel like they give away golden nuggets of information only see them turn into lead balloons, because the prospective client’s problem was never truly analyzed.

As a consultative professional, it feels good to offer advice. It’s comfortable. It feels valuable. In fact, it’s what we do best. But advice not tethered to a problem often causes more harm than good.

Offering solutions is an easy trap to fall into. In fact, almost everything a client asks of us begs for a solution. “Help us do…; We need a…; We want a better…” Most professionals respond to these questions by offering a solution. And we wouldn’t just offer any solution; we offer a golden nugget because we perceive this as our chance to shine.

Most clients would like to believe that there is a magic bullet solution to their problem; but in reality it’s often much more complicated than that. It’s easy to jump right in with a solution (even one that would work); but you must dig to uncover the real issues behind the request. If you let the client get away with the original question, it puts all the pressure on you to come up with the magic bullet. As a consultative professional, you must get the client to fully describe the issue and its implications on their business.

Here are a few questions that I use to uncover & quantify the real issue:

• How do you know this a problem?
• Why hasn’t this issue been addressed yet?
• How much is this challenge currently costing you in both hard dollars & soft dollars?
• What kind of results would occur after fixing this problem?
• Why is the future state better for you? What’s it worth to you?

It’s been proven that people (and organizations) move away from pain faster than they move towards a gain. Forget about your experience and solutions for a minute and take the time to fully understand the pain caused by the issue; or at least what type of gain they are expecting to see by engaging you.