Identifying and Amplifying your Unique Value Proposition (UVP)

Do you know exactly what sets you apart from your competitors? You have to know your value to show your value. Learn how to identify your true selling points and how to market and price your services accordingly in this fun webinar from Karen Gordon, Senior VP of Goodshuffle Pro.

Webinar Transcript - Karen Gordon, SVP of Goodshuffle Pro

 

Amanda: Welcome, everyone, thank you so much for joining us for today's webinar on identifying and amplifying your unique value proposition. My name is Amanda Sharp, and I am the manager of chapter and partner relations at NACE National. We welcome your questions today. You can submit them through the questions or chat panel of this Go-To Webinar. We are recording today's presentation and you will be able to access it in past recordings by logging into NACE National’s website and checking out the resource library. Please reach out if you have any issues or questions accessing this recording. Our speaker today is Karen Gordon. Karen is NACE nationals 2020 business development committee chair. Welcome, Karen!

 

Karen: Thank you, Amanda. All right, well we're gonna go ahead and get started here right on time. Thank you so much for the introduction and thank you everyone for being here. As Amanda said, please feel free to send questions in the chat. She will go ahead and chime in with your questions as we move, and some we'll go ahead and keep to the end to make sure we keep on time. As Amanda mentioned, my name is Karen Gordon. I am the business development committee chair for the second year in a row for NACE National. I'm really excited for everything we are doing on the business development committee. I am also the  VP of Growth here at Goodshuffle Pro. For those who don't know us at Goodshuffle Pro, we are powerful, easy-to-use software for event companies. We are also in our second year of being national sponsors.

 

But today, we’re not here to talk about that. We are here to talk about your unique value proposition. We're going to go over today what is UVP. We're going to talk about finding yours. We'll talk a little bit about shaping yours, and some of the traps people tend to fall into when they're trying to achieve their unique value proposition. We'll talk about marketing your UVP, how it is connected to your pricing, and then we're going to wrap things up with an action plan. I know all of that content can be hard to go and say, “What am I going to do next?” And we're going to go ahead and give a nice concise action plan at the end. And then, as I mentioned, any questions we haven't gotten through throughout this time, we'll go ahead and do at the end, with the goal of still getting everyone out a little early.

 

So, why are we talking about this? Why is this such a buzzword and such a theme and a focus for folks? Well, because at the end of the day, your client is never buying your product or service. They are specifically buying a value. I think this quote says it very well: “The customer never buys a product. By definition, the customer buys the satisfaction of a want. He buys value.” So think about this in terms of what you're providing. I know it's very tempting for us to go back on our products, on our services, but it's really that want, it's really that value, and we're going to really drill into what that means today, starting with identifying your UVP.

 

So of course, the first thing to cover is what is UVP. Some of you may be familiar with this, some of you may not, some of you may have heard it but not be entirely clear on it. I actually think the best way to break this down is to break it down word by word, backwards. So let's start with that third word: proposition. You're proposing something, and when you propose something, it is always best to be specific. Being vague means being forgettable. A nice reference I like to give is, let's imagine you are setting someone up. You're setting up two friends on a date and you tell your one friend, “Oh yeah, he's nice.” That's probably not gonna sell your friends on this setup. It's way too vague, it's unclear, it doesn't really get you excited. Lots and lots of people are nice. Versus, if you said, “He is so generous, he lent me his car when I'd only known him a week.” Now obviously you might not be able to fit in that full story or example in your concise UVP, but even the difference of going from calling somebody nice to calling somebody generous is a huge leap in terms of how specific you are and what you're proposing to them.

 

Next we want to talk about value. Working our way backwards here. So you're not pitching the product or service. As we just mentioned, you're actually pitching them on a pain point that you're solving. But to put it bluntly, people really don't care what you have. They don't care what you're doing, they don't care about the product. What they want to know is why it's applicable in their lives, because we're selfish, right? No one cares what you do, but if they tell them how it applies to their life, they're going to take note. Startups are instructed to do this all the time. We obviously sit right in the middle of the events world and the techy world, so I hear this a lot at the tech networking events. People, rather than saying, “Oh hey, we're a digital platform that's disrupting the blah blah blah industry,” they're often instructed to say something like, “Hey, have you ever had a parking ticket and gotten frustrated on figuring out how to pay it? Yeah, we're solving that.” And what I did right there is I made you suddenly remember a time you got a parking ticket or a time where you had something similar happen. You felt frustrated, you felt that pain, and then you heard the value of the way that we're going to solve it. That, by the way, is a made-up example— I don't actually know a platform that does that and if you do, please by all means email me about it, I would love to hear more. I think it'd be a great idea.

 

The final part, funny enough, is “unique.” Even though “unique value prop” starts with this word, it’s honestly one of the ones that is the most commonly forgotten. I will completely confess right now— I have a couple of confessions this webinar about finding and amplifying and identifying my own unique value prop— we have totally fallen into this trap before here at Goodshuffle Pro, where you want to drive home something exciting about you. For us, one example is that our product saves a lot of time. I always want to talk about this because, as I'll discuss later as well, I am someone who very much values my time. I'm always short on it, I've got a busy job and things like that, as I'm sure many of you do, and so I always want to talk about how our software is going to save you time. But, this is a bit of a trap because lots of software companies say that. I mean, frankly, if you're using software, chances are you're saving some time— that's the point of technology. It often helps streamline and save time.

 

Similarly for all of you, depending which part of the industry you're in, maybe your thing is that you have flawless or beautiful events, but you have to stop and think, “Is everyone else claiming the same thing? How unique a value proposition is it going to be if we’re completely falling into what everyone else said they're the best at?” If you’re getting at that, you’re not really inventing a unique value proposition. So, it's important to make sure to remember these: specific, pain-focused, and different, when you're buttoning up what it is that's making sure that people are coming to you for the right reasons and that you are marketing and displaying that unique value proposition.

 

Now one of the first things that you need in order to know your specific UVP is to know your audience. If you have not done this already— I've said this before in other talks I've given– you should absolutely make sure that you have buyer personas. You should go ahead and Google what that is if you're not familiar with the concept, but very basically this is making sure exactly who you're marketing to. They're usually grossly stereotyped personas of people who most commonly book with you, and those are going to be a driving force in everything you do for your marketing and for your sales. Once you have those really buttoned up, these are the three personas, two personas, four personas who always book with me, that's going to really help you in identifying your UVP and it's going to make sure that you are writing your UVP properly. So, just as much as it's important to know your proposition, it's really important to make sure you write it in their voice. You don't want to try and sound too lofty or fancy if that's not who your clients are. If you have clients who are booking with you because you're funky and hilarious, that's an okay thing to say. You can use a much more casual tone if that's the crew you're booking. What if that's the type of persona that you're most likely getting, then trying to cater towards a different lofty audience? Probably you're going to lose them somewhere along the way.

 

Another trap that people commonly fall into is this temptation to make your UVP a slogan. They want to come up with something creative or clever, but I gotta tell you, we're not on Mad Men. You gotta resist the urge to go into the fun, creative slogan place where they’re real catchy. Instead, when you are creating the exact verbiage for your UVP, I want you to think about these four things, and I'd encourage you to write them down, although we will send out these slides, we will share a recording. I want you to make sure that in your UVP, it is clear what you are selling, who it is for, how it will improve their lives— again that value to them for the selfish in us— and then of course, why it's different, again, unique. So, what you're selling, who it's for, what will it improve in their lives, and why it's different. And I'm sure you can all already think of examples of slogan-y types of businesses you've heard, where they say, “We put the this in the this,” and you know why I'm saying that they often miss, “Well, what is it you're selling? I'm sorry, who is it for? What’s the sell here?” You're not gonna get it from a cutesy, clever catchphrase.

 

The last trap I want to make sure that you're aware of is not just trying to go for being the best in the business. It's almost like this world's best coffee, as the long-running joke, I'm sure any Elf fans know what I'm talking about. It is too vague, it is overdone, and it is not related to me. I don't particularly care that you won an award, unless I know why. What about you winning that award will change my life? If you won an amazing award because you provide X value, X value is what I want to hear, because an award is too vague, it is not specific to me, and it's only maybe a little bit unique. So, you're missing two of the three parts of a unique value proposition.

 

So these are all the traps I want you to avoid when you're creating yours. They're very tempting, because you sit there and you get really excited about certain things, especially if you're the owner of your business, but I want to make sure we're making sure that we're marketing in not our voice, but our client's voice, avoiding the slogan, and avoiding the pomp and circumstance.

 

Amanda: Oh quick question, Karen, if you won the “best of 2019,” how would you showcase something like that?

 

Karen: That's a great question. So I think that's going to come in a little bit when we talk about amplifying your UVP, because you may decide what your UVP is based on how you won that award. So if you won an award, you're the best event planner of 2019, it's important that you have that as, “Okay well I'm going to use that as a way to amplify my UVP, but that is not my UVP. That is not why people are booking with me. So if the real reason they're booking with me is because I have an eye for detail that no one else has, because I am the easiest to work with, because I am providing them whatever X value,” you can use that as a supporting character in marketing that UVP, but you want to make sure that you avoid the trap of that being what you're promoting. Because, people, there are award-winning companies and services out there all the time that you and I are not booking. That is not really what is driving them to you. I hope that that makes sense

 

And with that, I would encourage you to also think about two sides of the coin when it comes to your value proposition. So first, you want to think about your marketing UVP, and then you want to think about your sales UVP, because it's easier at first to separate. But I'm going to tell you a spoiler— the goal is we're just finding one. You do not want to have one thing that brings them in the door and another thing that closes them— you lose them, it's not a good storytelling experience. You want to make sure that it's the same proposition, the same promise you're making them that carries throughout. But it's oftentimes easier to separate the two, to start to think about what's getting them in the door, what's driving them to your website. You should be able to have lots of tools that help you with that depending on how you're running your website, how you're hosting your website. What's getting them interested? If you say, “Well we get a lot of word of mouth,” well, what is it specifically that they're hearing that's making them come in? And then, of course, you need to make sure that you're aware of what ultimately gets them to book. A hundred thousand website hits is great, but if they're then hitting your website, hitting your competitor's website, and choosing your competitor, obviously we have a big problem here. So when you look at both of those separately and you make a list— I'm a list person, so I'd probably start making some lists, and we're going to probably see some crossover. If you do end up deciding, for example, that it is your shining personality that's closing the most deals, you need to think, “Why is that not bringing them in the door?” And for some people, it might just be that you're not currently putting your shining personality in the marketing. Some people feel awkward leading with themselves, but here's the thing: if that's what's closing them, who’s to say that's not going to bring them in? And you again want to start with the promise that you're going to carry throughout.

 

Now as you're looking to find this, a couple of things to be aware of: be a little bit careful when it comes to surveying your current clients. People often forget what actually sold them once they've experienced you, and here's why (and this is a very important thing to remember, another thing I would write down). Your UVP is not the only thing you're bringing to the table, again, it is not the only thing you're bringing to the table. All of us are dynamic professionals who bring lots of things. There are a million reasons that people are booking with you. This is not meant to be a practice of, “This is the one thing I bring.” It's just the thing that you lead and you drive with.

 

So, someone who's experienced one of your events, experienced your services, they're going to experience all the greatness and stuff, and so they might be totally mixed on, “Oh, well, I loved this and I loved this.” Ideally, if you're going to do any surveying, I would try and survey people right after they book you. Say, “Hey, I'd love to know what made you choose us?” because that's really what you want to grab. You want to grab not necessarily even what you do the best, but what really gets people excited to choose you.

 

Now in addition to surveys, another thing you want to do is you want to come back to those buyer personas. If you have very clear buyer personas, one of the things you can do outside of just talking to people and having a random sampling and having to make sure you don't kind of get some bias in your survey, is look at your buyer personas, these archetypes of the people you're selling to, and try and find the thread of what they have in common. For example, I mentioned for us that we've fallen into the trap of always talking about saving time. It's so important to us, we're really proud of it, we have a bunch of statistics to back it up, but we said, “Okay wel, everyone wants to save time. What are we seeing over and over again from all these different types of folks who come to us?” and I said, “I've seen person after person come to us and say that they are non-tech people.” Now people have different assumptions of what that means. Some people come to me and say that and I actually think that they're pretty techy. Other people really, really are not very techy, but we're hearing this over and over again, we're seeing it across our clients. So that makes it really clear to us that, “Oh hey, our ease-of-use is probably selling them more than talking about the time saving.” Because if you're someone who identifies as non-techie and you see a tech tool that looks really easy to use and has all the support behind it, of course that's going to be a selling point. So looking back at those buyer personas and realizing, “Oh my gosh, I work with all incredibly busy people,” or “I work with a lot of people who value what they post on social media and how it's gonna look.” Sometimes looking back at the common thread of those people is the easiest way to shine the spotlight on whatever the pattern is.

 

Then of course, as with everything you do, you should always be running tests. Avoid the temptation to go ahead and just stick with what you like the most. You gotta run tests, and you're probably gonna be running tests of at least two different value props you probably have. By running through these exercises, by pulling back, by surveying, you've figured out, “Okay, it's probably one of these two things that I'm seeing people are booking with me for.” In addition to running more than one value prop, it's very important to be testing the different wording, because a slight tweak in the way that you word your value prop can have a major impact. So, you're going to want to A/B test the wording of your UVP in your email marketing, social media posts, wherever you advertise, and again, you're going to want to make sure that you're not just seeing what got the most clicks, but also what gets the most sales. Now this can be a little bit hard because it's much easier to very quickly see what's getting the most clicks, right? Am I saying, “Oh we have an open nature with clients” in this one, and I'm saying, “We have the most vendor relationships” in this one, and “Oh, that one got the most clicks,” but unfortunately, you do have to wait. You do have to see what's actually translating to sales, and sometimes you will catch yourself during the sale process talking way more about something totally different, and that's where you have to say, well wait a minute, this is really what I'm talking about. Once I get them in front of me, if that's what's selling them, why am I continuing to market with the other value prop?

 

Now, once you've tested, once you've buttoned up your language and you've got your UVP, let's amplify. When we're amplifying, there are four arenas I want everyone to target. Keep in mind you have to sell the value throughout the entire experience if you want to prove ROI to your client. So for example, if I am really sold on the value of saving time with you because, again, that's the big one for me, I frankly don't care if, at the end of the day, my event experience was wonderful and I loved it and it was beautiful, if I didn't constantly feel throughout like I saved time with you, because creating that value is about creating a promise, and then keeping that same promise to your clients. So here are the four arenas that I wanted to cover: branding (of course these are just four examples of each, there are tons more examples I'm sure you can think of, of opportunities to really amplify your UVP). Everything from your logo should fit with your UVP, your mission statement (both your public-facing mission statement and your internal mission statement with your employees), your uniform (if your value prop is being the most affordable in town then, sure, a casual vibe might be fine, but if you are somebody who claims to have the most polished, on-time hard working crew, and your crew is still wearing maybe t-shirts, obviously that's not going to align). From the beginning, you need to be setting the tone of that value that people are coming for, that want that you're selling them. Things like a showroom— obviously I'm coming here thinking more like a rental company— if you say you're the most organized and you come in and you can see there's a bunch of disheveled things in the back, that needs to be a top priority. You might not think of that as part of your brand experience because that's the back of house, but if anyone is seeing it, it is part of the initial sale. In terms of your value add from a marketing perspective, obviously your website needs to very clearly convey your UVP, and your social media as well. I see it a lot where people will have on their website then, pushing that, “We do this the best, we are awesome at this, we do this, we provide you this,” and then you look at their social media and it kind of looks like they're sort of copying what everyone else puts up, right? They put up a picture when they do an event, they have a picture of their team here and there. You really want to be trying to drive in that consistency across platforms of what the value is to the consumer via your materials as well your advertisements, and specifically your calls to action. 

 

For example, let's say that you are a venue and you have decided that your UVP is that you have the most stunning views of any venue in the local area. If your call to action on an advertisement or social media post clicks through and doesn't take them to either book an appointment to see the view or do a virtual walkthrough, you're losing them right there. It needs to lead them immediately to something that is satiating the value that they are going for. Another confession of me really messing this up recently— we are in the midst of launching a brand new marketing website, and anyone on this call who has experienced that knows that we are behind, because that's what happens with brand new market websites. A goal was to have a great landing page to explain specifically how we work with DJs. Well it wasn't going to be ready in time, and I had a partner who was sending out an email for us to DJs to say, “Hey, one of our co-founders is a DJ, we have someone who built us who is a DJ, we get it, we know how we can help you, here's how we work specifically with DJs.” Well, that email went out and it then led to our general marketing page that we currently have that talks a lot more about event rental companies, design and decor companies, people we work with a little more than DJs currently, but we do work with DJs. But how frustrating and how confusing to all those DJs to see an email that said, “Built by you, for you” and then land on a page that didn't convey that same story, that same value. I even had somebody— and I totally appreciated his honesty— find me and reach out to me directly to let me know what he thought of that. It wasn’t a great feeling, but it was a great reminder as I was preparing this, of why you need to practice what you preach. It is really important if people see a value in that and there's a value in that and you're going to portray that, you need to make sure you don't veer from that story at any point because they're coming to you for that value, and any kind of misstep outside of it is going to confuse and frustrate your client.

 

I'll also point out specials. People ask a lot about specials and discounts and deals, and one thing that I think is kind of interesting is that you can actually— not only do you want to make sure your discounts don't go against what your value is, but you can actually use them as a way to highlight your value. So for example, if one of the things you do is save time, maybe you're throwing in an extra time-saving service like, “I'll actually manage a bonus vendor relationship for you if you book by the end of the month.” You’re a photographer who really prides their fast turnaround time: “I always get my brides their photos by the end of the week.” Maybe a special is, “I'm going to do a bonus day earlier, I'm going to guarantee you within six days if you book now.” So you can use the deal without reducing the look and the feel of your value. You can actually use this as a way to market and promote and double down on your unique value proposition.

 

In terms of sales, obviously you want your UVP in your pitch. You also want it in your proposals. Oh my goodness, if I see one more person who claims to have the best florals or the nicest lounge furniture and you're not putting photos on your proposals, that is just the worst sword in my side, because that is losing sales. That is the time where you are closing a sale. You should be driving home that UVP, same with your closing verbiage. What do you say to get them to sign on the dotted line, and does it come back to that value that they were looking to solve, that pain point from the beginning. And you may know all of this, especially if you're somebody who's a solopreneur or running a small company or you're a manager that just totally gets in the weeds every day and does this, you may know it all. It's important to remember that you are training your team on this so that they know how to drive UVP until the money is in the hand, that they are not just forgetting what they need to be saying until that deal is closed.

 

Now it should go without saying, but of course, getting them to close the deal and getting the money is not the end. You want to make sure you deliver on the promise that you set out to do. So you should be thinking about your UVP in your hiring, in your standard operating procedures, in every touch point when you're checking in on a client to make changes, you need to find the language to sneak in to remind them of this. You need to make sure that when you're closing the loop on their payments that you're finding ways to drill in on your UVP. And when you do a follow-up, if you're somebody who asks for a review on Yelp or whatever else it may be, I would encourage you to remind them of the promise that you made. If you feel like my florals were exactly what I promised you from the beginning, if you feel like my turnaround time was the best in the business, if you feel like you would have saved like no more time doing this with anyone else, whatever it may be, I would encourage you to ask them that when you're asking them for a review, because you are reminding them, “Hey, all things else aside, sorry it rained on your wedding day, but is this why you booked me and is this not what I gave you exactly?” This is going to remind them to give you the most positive possible review.

 

Now that you're amplifying that value from start to finish, you need to also think about how your pricing aligns. If any of you happened to be NACE Experience last year and saw my talk on transparency and technology, you have already heard my passion for transparency in pricing and value. Value-based pricing, to me, is just such an important thing, particularly for the industry we're in. I thought this quote was a good one: “Price is what you pay, value is what you get.” I liken it back to the restaurant industry. If you think about when you look at the prices on a menu, you are immediately making assumptions about the value you are about to get. If it is a higher priced menu, typically you're assuming that the food you're about to get is pretty good, but of course there needs to be other things that match up with this. So, if you're looking at the restaurant's website, and the decor in their dining room, the uniforms of their staff, these are all the clues that are leading up to the value. But if the prices don't match that, or even worse, no phrase is listed, what kind of value would you perceive? If I hear there's a hot new restaurant in town and I see there's a beautiful website and I see beautiful photos of it, but I can't figure out how much it costs, I'm not assuming there's a higher value, I'm assuming there's something fishy about this. If I go in and their prices are really high but their decor is really low, there's a real big mismatch that's really not going to jive well with me. So, pricing is a really big, important part of making sure that your value is being conveyed.

 

Now when I talk about the importance of the price transparency, I hear three things over and over, specifically from the events industry that are concerns, so I want to address those right out of the gate. One: commoditization, real big buzzword right now. The concern that the more you show your prices, the more it's going to drive down prices, but this is true of anything. I always like to talk about how there's always going to be someone cheaper, and when I look at things, I mean, I talked a lot in my last talk on transparency about how you're much more protected by the service industry than if you actually have a commodity. One example I thought of of a commodity that is overcoming this, is a company like Zappos. Does Zappos have the best shoes? No. Do they have the cheapest shoes? No. Do I buy my commodity of shoes from them? Almost exclusively, because they have sold me on the value of an easy, consistent shopping experience and top-notch customer service. There are plenty of cheaper places where I could buy the exact same shoes. I'm not finding highly unique shoes on Zappos— I can find them anywhere else— but I mentioned several times now that I'm the type of consumer who very much values my time, so an easy experience where I know I can easily drop them off at my front desk and they were going to go back if I didn't like them is huge to me. I'm very busy. And again, this isn't even a service-based industry. Shoes are very much a commodity. There are plenty of people who would have said years ago, “You put the shoe prices on different websites, there's going to be one website for shoes.” Zappos is a great example of why that doesn't happen. They found their value and they found their buyer persona, and I am a very, very loyal fan. You can ask my front door man at my building.

 

Another thing I hear is a concern is low barrier to entry. We hear this a lot with event planning, that there's people who can just pop up a website now and claim that they're an event planner. There's tons of competition swarming the industry, but one thing that you have over them, assuming you have experience, is that you know your audience— and we've talked throughout this about how important that is, about really knowing your voice and knowing what they really want or actually need. Sometimes you can see things like, a corporate client, what they really want when they're booking, is someone who's going to deal with their nightmare billing department, somebody who's going to have a proper invoice and deal with Jane who comes back and forth 50 times, and we have the tools to do that. We know exactly how to do that. Or maybe, you were like, “I've worked with a million brides and I know, at the end of the day, if I can get somebody who cracks jokes with their mother-in-law and gets them out of the way, that's what they really want.” So whatever it is, whatever secret sauce, don't get caught in showing a value prop that your inexperienced competitor is claiming. Stick with this unique value prop, stick with what you know they really need and they really want, and take advantage of the fact that you know that.

 

The last thing people always say is sticker shock. People tell me, “I don't want people to freak out at the price,” and I say, for one, you actually do want them to freak out at the price if they cannot afford it, because if you're a little above what they can pay, then there's a conversation to be had, but if they have actual sticker shock, then chances are they're going to waste your time anyway, so you do want to get rid of people who are never going to be able to book with you. Two, if your prices feel too high to share, then I like to tell you this is a symptom of poor marketing. The issue is not the price showing, the issue is that your marketing is not good. If you have a website from 1999 and you have sky-high pricing, then yes, that's a problem. If somebody sends me a quote from their aol email address and it is thousands of dollars, I'm gonna be suspicious. I'm sorry, people get very mad when I disown the aol email addresses, but it's true. Coming back to the restaurant: it doesn't shock me when I walk in and every clue— the incredible nice doorman who greets me ,the person who shows me to my seat, the white tablecloths, the fancy bio in the menu, all these things— when I open it up then, and I see that it's $35 for every entree, I'm not shocked because I understand that I've walked into something with this value, and they have every step, and every clue along the way has led me to believe that that's part of what I'm getting.

 

Now remember, you have to show your value everywhere you show your pricing. If there's any place that those pricing shows and you're not doing that showing, that clue-giving of your value, you need to make sure that that is fixed right away. So on top of your brand, your marketing, your sales, and event execution that we covered, I want you to audit everywhere you show pricing: your website, your proposals (even if you send them one off), and these are four gut checks you can go through when you're showing that pricing. One: is it appealing? Are you looking at the price but simultaneously thinking, “Yeah, I want this.” Two: is it exclusive? Will they feel that there's a value that's unique? Again, very easy for us to forget the first thing in unique value prop. Three: does the price point match the pain point? This is key in my made-up example I gave of a parking ticket app earlier. It couldn't be expensive because that's not a pain point you run into that often (hopefully, depending on what you do). But, you need to be realistic of how important is the pain point you're solving and how unique is that value before you decide, does the price really merit this? And right along with that, does it feel worth it? And again not to you, but to your buyer persona. For Zappos, there's probably plenty of people who work at Zappos on their marketing team who think, “This is stupid, I would totally buy shoes somewhere else cheaper.” But they know that me as their buyer persona knows that there's, feels that there's a worth in being able to return everything when I change my mind after I order it and knowing that I won't get stuck in a situation of figuring out how to return it that is going to suck up my time. That's important to me. For many of you, it's not even just about what the persona values. I mean you might have the huge advantage of if you're doing weddings, there is always a little bit more of a worth it when there's an emotional attachment, but are you capitalizing off of that? Are you making sure that they're remembering the emotion of their wedding when they are looking at that price point? What are you doing to drive that worth it feeling home?

 

So let's talk next steps. I know I shared a lot of content, and I know I'm a fast talker, but let's go ahead and talk about what we're gonna all do next, myself included. First, pat yourself on the back. Think about what you're doing that is getting people in the door, and think about what you're currently doing that is getting them over the finish line. Make those lists, find the commonalities, make sure that you run through, “Is this a specific proposal? Is it a value that is solving a pain point? And, is it unique?” Again, back to the basics of breaking down UVP. Once you've come up with a couple that run through those tests, be sure to actually test them. Don't go with your gut, don't just ask around. Sure, it's a fun way to go and dig for compliments, ask everyone why you like me, but the best way to do it is to actually run some A/B tests and really nail down the language you need to know the real reason people book. And, you need to make sure you're saying it in a voice that resonates with your specific audience.

 

Another thing to remember: you don't have to turn everything upside down overnight. Sometimes it can be frustrating to realize, “We have got tons of marketing materials that talk about time. I don't want to have to go and overhaul all of those,” but to suddenly realize, “Hey, what people are really much more interested in is ease of use, let me try and get one win per category.” So, something from the brand perspective, something from the marketing, something from sales, something from the way we're actually executing on this promise, and then of course, pricing accordingly. So making sure that everywhere that your price is showing, your value is showing. Making sure any discounts that are given are aligning with your value, and then also, frankly, knowing that you are significantly less likely to feel backed against a wall on giving a discount when you have a clear UVP, when you are totally confident that you are uniquely giving a solution to a pain point, and you are saying that from day one, you're not going to get as many clients ask for those discounts because they understand the worth and the value, and you're not going to feel as wavering on it because you're feeling confident and remembering this is priced this way, and it aligns completely with the value that I bring to the table.

 

So, that is a bit about how you can find, identify, and amplify your unique value proposition. Here's part of our unique value proposition, is that we're powerful yet easy to use. I would be happy to talk to anyone about UVP; you can email me directly. I'd be happy to talk to anyone about Goodshuffle Pro if that's something of interest. I hope you'll at least follow us on Instagram— we like getting more social media followers and shout outs to our fellow NACE friends. From that, I'll turn it over to Amanda if there's any questions.

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