Thanks to Joseph Pine and James Gilmore, we all know about the “experience economy”, the idea that the customer experience sometimes trumps the product itself.  (Exhibit A:  Starbucks.)  The problem:  other than great service, how do we experts create a branded experience?  We don’t have stores to create the visual experience.  Most of our work is done virtually or at the client’s office.

I think this Fast Company article has some ideas we can build on.  Yes, the authors are referring to retail and electronics, but let’s apply some of the ideas to our situation.  My favorite:  idea #6, dealing with “trade-offs”.  It’s one thing to have a clear point of view in our content marketing.  It’s quite another to take a stand on sales conversations and client delivery.

The trade-offs can be delicate.  I’ll use myself as an example.  I believe that implementation is critical to getting value from my work.  If a client doesn’t implement my findings, they won’t get the value.  Period.  So I watch how a potential client interacts during the sales process.  Do they react quickly when we follow-up on their initial inquiry?  Do they get me information when they say they will?  Do they keep the follow-up appointments they agreed to?  If not, I drop the prospect from our follow-up list.  Why?  Because I only work with those folks who I believe can make the necessary changes.  If they are sloppy during the sales process, they will be sloppy in implementation.  (And, no, I don’t tell folks they are sloppy.  I just don’t take the assignment.)

Is this harsh?  Maybe.  But the reality is that by taking a stand, I design an experience — starting with the initial inquiry — that makes an interesting trade-off.  I would rather spend the time talking to ten serious potentials, than field 100 inquiries from the non-qualified.  My process reflects that trade-off.  The result:  less time on sales, more time working with fabulous clients.

What trade-offs are you willing to make?