The clairvoyant client

Why is it that some businesses seem to think their clients or customers are clairvoyant?

One of the ongoing essentials of good business communication is to keep in regular contact with your client base. Existing clients, past clients and potential clients all deserve to know what’s going on in your business - where that is of potential interest to them.

But often, many businesses seem to keep what they’re doing a secret. Or at least, they seem to expect that their clients and potential clients will somehow intuitively know what they’re doing, and get in touch to find out more.  But they don’t have crystal balls. Unless you tell them and keep them informed, how do you expect them to know about how your business is growing and what it can offer them?

It’s almost like a form of corporate shyness has infected the business world – particularly those in professional services which market to other businesses. But the failure to communicate regularly can mean that you risk slipping from their attention and that can be fatal when there are limited opportunities for work in a difficult market. Think Richard Branson: would you call him shy, or reticent? Hardly. He’s made an art-form of exploiting publicity for his own benefit.  And while we can’t all be like a Branson, the business of regular communication is something you shouldn’t shy away from.

News about new projects, new clients who have come on board, new challenges, staff changes, and other initiatives are all worthy news items. You ought to have a fair idea about the sorts of things clients want to know about you when engaging you for work – so news that touches on any of these ‘selling points’ is valid because it reinforces your business reputation and skill set. When you’ve been pitching for work against competitors, what is it that clients have wanted to know most about your firm? What makes it different? Where are your competitive strengths? Weaknesses? Understanding these and then focussing on various angles that relate to these competitive strengths should provide plenty of content for regular communication.

How often is often enough?

There’s no magic answer here. If it’s significant news (the recruitment of a high profile new executive for example) you can get that out immediately. Otherwise more routine news can wait for your regular newsletter or e-zine (providing you have one). My view, for what it’s worth, is that you need to be reaching out to your market at least once every quarter. Any less than this and you risk being forgotten. Too much more than this can risk making you a nuisance. (Weekly emails, for example, can be an overkill).

But I’ve got nothing to say!

I’ve often found that professional firms regard what they do as very unexciting, and not worthy of communicating to their clients. But if you bring in a fresh set of eyes (someone external to the business) you might be surprised at just how much happens in your business which your clients and potential clients might be interested in.

Mix and match.

Good communication should also aim for a mix of content, which has slightly different aspects of appeal to differing groups of clients. Some may be more interested in personnel changes, others might be more interested in technical advice. Mix your content also in length – keep some items very brief, others can expand a bit more.

What to avoid.

Definitely I suggest avoiding the social aspects of your business. Your in-house touch footy team’s season success or news about babies within the business family is all terrific stuff for the staff newsletter, but to be honest, I doubt your clients are really interested.  Just ask yourself the question – do you have an ongoing interest in how their work social activities for the year are going, and would you like to receive regular updates about them? Probably not.

The other thing you should try avoid in speaking in the language of your profession. Jargon, acronyms and abbreviations might be understood within your own professional circles but when communicating with clients, plain English has a lot going for it. I’d also suggest you do your best to make your communication engaging. Avoid the polished ‘corporate speak’ that sounds like it came from a corporate brochure written by a committee of lawyers. Be honest and write much in the manner you’d speak to your clients, for a more effective message.

Next: the message and the medium: why I am still a fan of paper.