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Document Sample
14. Getting Customers
Never,
ever
underes+mate
the
urgency
of
ge5ng
customers.
Your
company
might
have
a
great
product,
sa+sfied
employees
and
a
decent
amount
of
funding,
but
un+l
you
start
(and
con+nue)
ge5ng
customers,
your
business
is
not
succeeding.
In
my
years
as
an
entrepreneur,
I’ve
found
that
a
single
trait
separates
a
successful
business
from
a
failed
one:
their
ability
to
get
customers.
You
should
be
more
than
willing
to
get
customers,
you
need
to
be
passionate
about
ge5ng
customers,
and
eager
to
do
whatever
it
takes
to
get
more
people
using
your
product
or
service.
Getting Customers
There
are
a
variety
of
tac+cs
and
anecdotes
on
growing
your
business
in
this
book,
but
keep
in
mind
that
nobody
can
ever
tell
you
a
surefire
way
to
get
substan+al
customers
every
+me.
Why?
Customers: The Basketball Analogy
Chapter 15: Getting Customers
Imagine that you’ve never played basketball before, and I’ve decided
to tell you how to play.
I sit you down and explain the rules in great detail. I may be the best
basketball player in the world, and give you specific tips on footwork,
how to shoot properly, the best way to defend the basket.
All of my directions may be crystal clear conceptually, and you can be
in good physical shape, but when you step out onto the court you’ll
still be an amateur. You’ll make mistakes, and will only get better by
actually doing drills and playing the game, over and over again.
Now
imagine
that
playing
basketball
is
like
ge5ng
customers.
You
can
learn
approaches,
strategies
and
ideas
for
ge5ng
customers,
but
concepts
mean
nothing
without
a
willingness
to
try
and
try
again.
You
Can’t
Outsource
Sales
It’s
not
necessarily
the
best
quality
products
that
end
up
being
used,
it’s
the
best
marketed
products.
I
can
guarantee
you,
there
is
probably
an
amazing
product
or
service
very
similar
to
yours
that
simply
never
saw
the
light
of
day
because
it
wasn’t
marketed
well
enough.
The
key
thing
to
remember
is
that
sales
and
marke+ng
are
not
something
you
can
outsource,
especially
when
your
business
is
first
star+ng
out.
You
should
be
the
#1
advocate
for
your
product
or
service;
if
you’re
not
passionate
enough
about
your
product
to
sell
it
yourself,
Chapter 15: Getting Customers
how
can
you
expect
anyone
else
to
be?
Make
This
Your
#1
Priority
The
principle
wriPen
on
the
leQ
is
a
common
adage
in
business
circles,
and
The Pareto Principle
can
be
a
valuable
way
to
think
about
ge5ng
customers.
80 percent of
your results
come from 20 The
Pareto
Principle
general
holds
true
percent of once
your
business
is
large
and
what you do successful.
When
you’re
star+ng
a
business,
however,
99
percent
of
your
results
come
from
1
thing
that
you
do.
What
is
that
one
focus?
For
a
new
business,
it
can
be
one
of
three
things:
securing
capital,
building
a
great
product/service,
or
ge5ng
customers.
That
last
one,
ge6ng
customers,
is
the
priority
that
is
most
likely
to
secure
your
success.
I
apply
the
1-‐99
principle
with
my
employees
and
with
myself;
we
write
down
one
task
that,
if
completed
within
a
certain
period
of
+me,
will
make
the
biggest
difference
to
the
business.
I
do
this
because
if
we
don’t
remind
ourselves
every
day
to
focus
on
that
one
thing,
we
will
spend
most
of
our
+me
doing
other
things.
Chapter 15: Getting Customers
Why
do
we
consistently
fail
to
do
the
one
thing
we
need
to?
Because
the
most
important
thing
to
complete
is
also
the
hardest.
People
much
prefer
wri+ng
a
long
list
of
small
tasks
to
check
off,
so
that
we
feel
accomplished
at
the
end
of
the
day.
The
reality
is
that
those
Check out things
almost
never
make
a
this lecture difference
to
your
on getting business.
customers
on a
Ge5ng
customers
budget!
is
hard,
but
it
is
also
the
lifeline
of
your
business.
If
you’re
not
spending
at
least
50%
of
every
single
day
ge5ng
customers
during
the
first
six
months
of
your
business,
your
business
will
suffer.
