Monthly Archives: March 2026

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Sales Expectations Crashing? How To Solve It.

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Let’s get serious. Are your products and services bringing in the revenue you expected, based on your pre-launch market and customer research? Or do too many sales calls crumble and bring you rejection instead of revenue? It is true that most B2B sales conversations result in No instead of Yes—but is a flashing red light signaling that you’re losing an unacceptable number of sales?

Failed sales is a common scenario in businesses and sadly, those who face this problem for an extended period must close their doors. There are a few usual suspects known to hasten the demise, such as insufficient working capital/cash-flow (29%) and an improper product-market fit (34%). A walk through your neighborhood is bound to reveal empty storefronts where once a happy and hopeful B2C entrepreneur expected to find sustainable success and become a familiar face in the community. The Bureau of Labor Statistics reports that of the 34.8M active small businesses in the US in 2025 (82% solopreneurs), 20.4% failed in the first year and 45% failed within five years of operating.

If your sales expectations are crashing, you must take action in short order. Reconfirm who comprises your best customer groups and their motivations for buying your category of services or products by doing some market research. If you detect a shift in customer behavior regarding the need for your offering, extend your research to explore the possibility of providing another service, an offering that has a more extensive pool of customers that will welcome your new offering and will be accessible to you. Your adjusted offering—which might be aimed at another customer group— will become the launchpad for executing a sustainable pivot. While you research and strategize to correct your product-market problem, consider trying to get hired into a side-hustle job, so you can get paid and build up your paltry cash-flow.

There could be another, less obvious, obstacle to your sales problem. Think carefully; how do you describe the Unique Selling Proposition of your service or product and “paint a picture” that helps your prospect envision the value delivered by your offering? Your difficulty with closing deals and making sales might be the result of what you say, or do not say— a failure to communicate. Outside of a viable product-market fit, how you explain and position your service or product for the prospect is the most important part of your sales strategy. If you expect to make sales, it is necessary to help prospects connect the dots between their needs, goals, or pain points and the logic of your solution. Your failure to have successful sales calls might boil down to a handful of common misunderstandings that are fixable:

  • Prospective clients do not understand the When, Where, or Why of your offering.
  • Prospective clients are not convinced that your solution can solve their problem, or the benefit, as the prospect understands it, seems insufficient when compared to the time and money required to implement.
  • You are trying to sell to the wrong prospect (product-market disconnect).

Know why customers buy your offering

Whether you’re wearing your sales hat or marketing hat, you must learn to communicate unambiguously the most important aspect of your brand story—why your solution is the best fit for the prospect’s need, goal, or pain point. Open your favorite note-taking app—or use the back of an envelope—-and list the core capabilities and benefits that your product or service brings to customers and articulate clearly what it all could mean to them. You must deliver a credible use case explanation that spells out how and why your offering produces the desired outcomes. Create a script that conveys a message that connects the dots and resonates with the prospect’s agenda. Your mission is to help the prospect understand how and why your offering will yield the best return on investment.

When re-assessing and re-booting your USP, remember that what may seem clear to you might confuse or overwhelm your listener—the prospect. Bear in mind that constructive feedback is your friend and can help you to more effectively articulate the message. The most effective way to obtain reliable feedback is to ask those who know your offerings:

  • Ask customers. Those who have successfully used your product or service understand how, where and when to use it and they know how your offering performs in real time. You may be surprised by what a boots-on-the-ground perspective reveals about your product or service. Customer feedback can give you powerful insights into what matters to customers.
  • Ask colleagues who know your market. Professional colleagues who are in an adjacent business to your own, or who have some familiarity with your customers or marketplace, may be able to give you a couple of pearls of wisdom regarding what your prospects may value about your solution.
  • Investigate social media comment sections and industry publications. Information included in published research or case studies found in industry magazines and newsletters may give you the heads-up, or a deeper understanding, of any number of issues in your marketplace. The user-generated content found in the comments section of social media platforms are another trove of grassroots insights and wisdom that flows from users of your category of service or product. The commenters are not your customers, but you can still learn what is important to those who use a similar offering.

Are speaking to the decision-maker?

You know, identifying the decision-maker for your sale is not always easy. I’ve been gaslighted several times by someone who has a job title that makes it easy to masquerade as a decision-maker when that is not the case. I’ve also been told by certain prospects that s/he is the sole decision maker, when that also is not the case. Heads-up—unless you’re talking to a fellow Freelance professional, there is rarely just one decision-maker for major projects. Obtaining access to an official member of the decision committee for your sale is not always easy. Moreover, speaking with the committee member who has the most clout might be impossible. Sometimes the heavy hitter prefers to hide in the background. Unless you have a friend inside the organization, all you can do is ask and hope that you get an honest answer.

The goal here is to avoid wasting time trying to sell to someone who is unable to green-light the sale. One of the most frustrating experiences in sales is devoting time and energy on a so-called prospect who doesn’t have the authority to make purchasing decisions. Serious prospects have the authority to buy. Masquerading prospects tend to be evasive or vague about the decision-making process. If the prospect repeatedly tells you s/he must consult with someone else and, especially, if the sales never seems to move forward, it’s likely that you have been hoodwinked by an imposter and you are wasting your time. Sharing key details with the other members of the decision committee is to be expected. Being unclear about internal steps, such as the preferred delivery timeline or the purchase budget could be a red flag.

Early in your sales conversations, it’s essential to ask about the prospect’s decision-making process. In your first meeting, ask questions like, “Who else will be involved in the decision?” or “What steps will we go through for the final approval?” to help confirm whether or not you’re speaking with the right person. Note that genuine prospects will ask you specific performance, delivery and pricing questions, or will want to know how your offering compares to a competitor.

 Product-market disconnect/wrong prospect

Not everyone is your prospect, even if it appears that certain potential customer groups should be interested in your solution. It’s disappointing, but even an excellent product or service cannot be of use to everyone. If you approach would-be prospects, who politely decline, use it as a learning opportunity; you might receive information about your target customers that can help you strengthen your USP pitch. But whatever—if you put into motion the remedies discussed above, you’ll likely have more than enough sales calls to make you forget about the one that got away.

Thanks for reading,

Kim

Image: © Dreamstime 2023

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Brave New World of B2B Marketing: What Customers Expect Now

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The processes of marketing and sales in the B2B sector continues adjusting to local and global economic factors, as it responds to revolutionary technological advancements that are changing so much about how business is done. What might successful marketing campaigns and sales strategies look like as we approach 2027? What will define effective tactics? “Fasten your seat belts, it’s going to be a bumpy ride” is the correct answer for the time being. Most of all, whatever lead generation marketing strategies and tactics that have done a respectable job bringing in customers will need a review and a reset as you come face2face with the growing adoption of artificial intelligence-powered business tools. Also rocking the boat is the availability of online information that’s fueling the Do It Yourself B2B buyer journey that’s seducing more of your prospects. Funnels and channels are receding into history.

Search moves from keywords to trustworthy references

Let’s begin with what’s on track to become the most impactful development in both business and personal sectors—the arrival, and acceptance, of artificial AI-powered everything. You’ve surely noticed that keyword searches may not only produce a list of website links? More often than not, you also see an AI-overview that gives addresses your query in AI-generated complete sentences. AI-driven traffic is growing 165 times faster than organic search. An important outcome of this change is that your website will now play a lesser role in your marketing strategy—or maybe none at all. Recall that just a year ago, it was a given that the foundation of your digital presence (and marketing) was the website. So it’s not about getting your site into the Top 10 search results anymore. Now, it’s Google AI-verified citations that make your organization look credible. Maybe you should consider it another spin on EEAT (experience, expertise, authoritative, trustworthy)?

Today, search means earning a referral as a trusted source; if AI can’t recommend you, there’s little chance you’ll be able to interact with a prospect yourself and attempt to make a pitch. If you do nothing else this year, devise a strategy to upgrade your marketing searchability so you can optimize your online presence for AI search engines and demonstrate that your organization is trustworthy and deserving of recommendation. Freelancers who hesitate to hire a marketing company (maybe until you get beyond tax time?) can perform some DIY work to make your entity become AI-search favorable.

  • Establish visibility on digital sources these systems already trust. Online public relations mentions have considerable influence on AI visibility, so get a PR campaign going and get your entity (and yourself) mentioned in industry publications. Additionally, establish a presence on experts’ forums and industry publications.
  • Prospects tend to use longer, more conversational queries when conducting AI-powered searches, say the SEO experts at BrightEdge, who found that queries of eight or more words trigger AI Overviews far more frequently. You can align your company with this customer behavior when you brainstorm a list of the most frequently asked questions you receive; make sure that you include complex or specific queries. Next, drop those FAQs and your responses into the appropriate tabs on your website and social media, written as concise, problem-solving sentences that are placed in the appropriate tabs in your website and social media platforms. Your objective is to create opportunities for your digital content (i.e., marketing messages)to be referenced in AI searches.
  • Remember that prospective buyers expect to find relevant information about your services and products on your social media platforms. Prospects expect that questions can be asked and answered and that expectation makes social media ideal sites for AI-friendly conversational queries that portray your company as trustworthy. Prospective buyers will also appreciate demos, comparisons, pricing and outcomes. Brand stories may become less important as prospective buyers turn to AI search for content that shows how your solution will solve problems. Freelancers would be wise to post content that answers typical buyer journey FAQs because if your social content looks like ads, it might be ignored.

Funnels are responsive, static buyer journeys are done

The marketing/sales funnel as we’ve known it is on a slippery slope to obsolescence in 2026. If your approach to leadgen hasn’t changed in two years or so, it’s probably out-of-date because it is almost certainly unresponsive to nuanced customer needs. One-size-fits-all leadgen can’t keep up with the In Real Time B2B buyer journey behavior and expectations. Hyper-responsive AI-driven leadgen marketing/sales funnels are able to adjust timing, marketing (or sales) channels and messaging that responds to the behavior of prospective buyers IRT. That responsiveness is valuable to you because a dropped lead is lost revenue. According to research by Mc Kinsey, adaptive AI-powered marketing/sales funnels reduce prospect drop-off and make a sale more likely.

The typical marketing/sales funnel is being outclassed as buyers increasingly turn to AI agents for product or service summaries and reviews, performance comparisons and rankingsof competing products or services and, ultimately, purchase recommendations. Adobe Analytics reports that traffic to retailer websites from generative AI sources increased by 1,200% in February 2025 vs. July 2024.

What Freelancers must do now is to stop thinking of buying “stages”—Top of Funnel, Middle of Funnel, Bottom of Funnel— and start recognizing and responding to buying signals. Redesign your marketing/sales funnel to respond to behavior that does not follow the (increasingly irrelevant) TOFU, MOFU, BOFU stages. AI-powered “zero-click” journeys can distill the discovery-to-decision process—and simultaneously effectively eliminate opportunities for brands to influence prospects, differentiate from competitors—or even appear in the list of possibilities during the buyer journey. A survey of more than 1,100 US consumers by Bain & Company found that 80% of them rely on these “zero-click” results for at least 40% of their searches. 

AI ready to become the buyer journey influencer

The involvement of AI agents such as Gemini Deep Research and Microsoft Copilot that “streamline” the B2B buyer journey present a real challenge to Freelancers and others who have marketing and sales responsibility. Freelancers who are reluctant to adapt their leadgen tactics to include an AI-friendly protocol might have already begun to lose those who might have been customers. What’s scary is that it’s unlikely you’ll know what’s happening to your leads. Remember, the obligatory visit to your website is often omitted when the buyer journey is guided by the brisk efficiency of an AI agent. There will be no browsing through our services and about us tabs; no marketing content downloads that deliver (hopefully) convincing info for prospects to read and assess. When contact with the core touch point that is your website is bypassed, marketers will be unable to reach out and send a personalized marketing email that could start a dialogue, build trust and result in a sale. Since the “fingerprint” obtained from contact with your website will not be available, you won’t know which interested prospects might have become customers.

In the Brave New World that’s brought to us by AI capabilities, if the digital presence of your brand is scarce on platforms other than your website, your company and its services or products may be rendered effectively invisible to AI-powered search. As AI assistants guide prospective buyers through a frictionless process that moves from questions to product or service comparisons to recommendations, relatively quickly and seamlessly. There will be no need to study an e-book or envision how a case study might apply to a prospect’s needs and goals, no need to listen to a webinar or podcast. Products and services that are AI-friendly will be made available for consideration; marketing content that the AI agent finds on a trusted platform will be shared with prospects and will form the basis of the buying recommendation. It is clear that how you promote and sell your products and services will be upended.

Yet all may not be lost, thanks to basic human behaviors. Researchers at Bain and Company anticipates B2B prospective customers will respond to the growing presence of AI with, you guessed it, acceptance or avoidance. Still, wise Freelance professionals will be in a stronger position by implementing even a low-cost, no-cost strategy designed to make their brand more visible to AI search and AI agents. So, ramp up your social media content to become more service or product oriented and create content that provides info that substantively assists the buyer journey. Sell prospects the way they want to be sold and express your content in an AI-friendly format, as per your analysis of FAQs. Recognizing PR opportunities whose purpose is to obtain for your brand heightened visibility and favorable mentions in respected publications and give yourself another way to position your brand as trustworthy and deserving of an AI agent recommendation. Bain and Company predictions are as follows:

1). Prospective customers will go directly to the brand website, because that’s what they’ve always done. In fact, who are slow to adopt generative AI may dominate B2B marketing and sales processes enabling traditional sales channels to retain the lion’s share of traffic. That said, the growing use of AI agents and the ubiquity of AI-powered search is likely to chip away at traditional methods.

2.) Customers whose buyer journey is AI-supported will span the spectrum from casual shopping assistance to completion of a major purchase guided by an AI agent. These behaviors might slow down the inevitability of AI influence on the buyer journey.

Thanks for reading,

Kim

Image: © Dragoscondrea | Dreamstime.com

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To Court Your Competitors’ Customers

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Motivating prospective customers to do business with you is the leading function of independent Freelance professionals and business owners. You may not look at it this way, but recognize that your pool of potential customers also includes those who are currently doing business with one of your competitors. Think about it—how many B2B customers are buying within your category of services or products for the first time? Unless your solution is new to the market and not available from others, your customers have been someone else’s customers and every once in a while some of them might decide to look around to see what’s new or a better fit for their needs.

While it’s true that getting your unique selling proposition in front of prospective customers is essential to converting them into paying customers, there are messaging refinements you can make to strengthen your appeal to prospects who are currently active in a competitor’s camp. Some in that cohort might be dissatisfied with the experience they’ve had when using a certain service or product, or maybe the vendor relationship was underwhelming. Others might simply feel a little restless and inclined to look around and find out who else is out there (you!). Here are tactics that will be useful for your outreach to competitors’ customers.

Analyze the competitive landscape

You need to learn who your competitors’ customers are from a demographic standpoint and obtain insight into what motivated them to choose a competitor. Among the information you’ll appreciate understanding are factors that cause competitors’ customers to become one-off users and factors that lead them to become loyal customers—what are the triggers for each cohort? Study the websites and social media platforms of your primary competitors as a way to learn what might matters to competitors’ customers.

Conducting a competitor analysis will help you understand the Unique Sales Proposition (USP) and perceived advantages of products and services offered by your rivals and get a handle on what it could mean to their customers. What persuades their prospects to choose those offerings instead of yours’ and what can you do to make your offerings more appealing to them? How and where your competitors market their services or products, their pricing strategy, payment options, market visibility and brand popularity are certain to be integral to attracting and keeping those customers. By analyzing the strengths and potential weaknesses of competitors and comparing them to the strengths and weaknesses of your organization, you may be able to identify gaps in the market and find ways to promote what it is that rivals’ customers might be persuaded to perceive as a better on your side of the fence.

Identify gaps in the market

Does your competitive analysis reveal incompletely addressed customer needs or preferences? Those factors might crack open a window that lets you pull in a few of your rivals’ customers. Incisive competitive research may lead you to discover that a cohort of competitors’ customers would appreciate a more comprehensive customer service package—maybe after-sale training, for example? Or perhaps, in this era of rising prices, a couple of payment options that you’ve never bothered to promote, could turn the tide in your favor and carry in a few of your competitors’ customers.

Because you will not be able to research the pain points and priorities of your competitors’ customers because it’s almost certain that you cannot access their contact info. Unless someone visits your social media or website and chooses to reveal an email address—you cannot send a survey and hope for a response. So, you’ll have to get creative to learn about the unaddressed needs of your competitors’ customers.

Visit your competitors’ social media accounts and do some social listening by checking out comment sections. There you may learn of pain points or perceived inconveniences that you can address in your marketing messages. You will also be wise to read industry articles and visit the social media platforms of those organizations to read market research published by major market research firms that report on your industry sector.

Get visible

Today’s buyer journey is not like it was even a year or two ago; prospects may not contact vendors until they are well into the buyer journey. Prospects now explore potential vendors for the solutions they need and on their own compare offerings, get an idea of costs and only then will they reach out to two or three candidates to get details and create a shortlist.

Your strategy is to be proactive. Find out where competitors’ customers discover new products or services—do they watch product or service reviews on YouTube? Do they follow industry experts or influencers on Instagram or TikTok? Customers trust brands that meet them where they already are and provide value before the sale even happens. Once you’ve learned who their guiding stars are, establish a presence for your entity in those spaces.

You want to get into organic search results with helpful content that answers questions that are important to prospects and that can include getting out in front of hesitation by addressing common objections. Showcase the outcomes your service or products can produce and how to achieve them. Blog posts, short videos, webinars, or educational product Q & A guides may be effective. The more consistently you show up with the right message, the more likely you will be able to win over your competitor’s customers—as well as finding a few new customers for yourself.

Promote your USPs

Once you understand what differentiates your brand from its competitors, as well as the evolving shopping habits of your target market, you can begin to promote the desirable and unique qualities that make your brand stand out. These might include your prices, delivery time, product availability, convenience, quality, or customer service.

These traits, which are part of the USP, should be consistently promoted across your entire business, including your website, marketing and PR, packaging and customer experience from buyer journey to post-sale. By upholding these values throughout your organization’s customer experience, you can ensure that potential buyers will know why they should switch to your brand.

Nurture brand loyalty

Acquiring new customers is much more expensive than retaining an existing one, as research has shown. Once a customer has made his/her first purchase, it’s essential to encourage repeat visits if you want to see a strong return on your investment. Building these connections will instill consumer trust and brand loyalty, ensuring that you’ve won a customer for life.

Email marketing is a time-tested way to nurture customer loyalty and it is easy to personalize—a feeling that customers value. Brand loyalty starts with how you onboard people. When you acquire a new customer, put yourself in that individual’s seat and envision a customer journey that will resonate. For example, customer’s are inclined to appreciate a discount code but in the immediate aftermath of post-sale, they’ll likely appreciate more a welcome from you that explains who you are, what the customer can expect regarding the initial stages of working together, a request to meet and discuss the product or service purchased, invoicing and payment options. In other words, you can show your value by providing relevant information that also teaches them why they should open your emails. Set the tone early, and they’ll stay engaged longer and that is one of the pathways to loyalty.

Final thoughts

Customers leave brands—your competitors or you—that stop serving their needs. They leave because someone else made it easier to understand, easier to trust, or easier to buy. That can be you.

You may need to set up a marketing complicated funnel. You may not need a sizeable marketing budget. You do need to research and learn the pain points, hot buttons, priorities and emerging next big thing—way of doing business, customer service needs, buyer journey, payment options, or whatever else. You also need to pay attention to customers and prospects consistently, to help yourself make smart improvements and prove your value where it matters most. When you do that, you don’t have to out-shout your competition. You just have to be their obvious choice.

Thanks for reading,

Kim

Image: © Courtesy of Brimfield Antique Flea Markets. Featuring 5,000 dealers, Brimfield Antique Flea Markets is believed to be the most popular and largest such event in the U.S.

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8 Stepping Stones to Smart Decision-Making

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OK, here’s another fact of life we all must face—when there’s a decision to make—should you have a slice of carrot cake, or should you skip dessert—or maybe there’s something on the table that’s more important than splurging on dessert? Leaders of Freelance solopreneur entities may have an important business decision to examine. To complicate your task, there is also the matter of determining which data resources will give your decision-making process the best support?

It’s often the case that some information that would be useful will not be available to you, for some reason or another. For example, despite the considerable amount of website and social media engagement data that’s at your fingertips, along with your company financial records and perhaps also industry reports, some that may have been generated by heavyweights like Accenture or McKinsey, you may nevertheless struggle to interpret and utilize certain information. There is often data you don’t have and sometimes also data whose relevance you don’t understand.

In fact, there is also data that indicates that misunderstanding how to leverage data can lead to mistrust of data. Doubting your data can cause you to regret certain of your decisions, because you fear that you may have misinterpreted the data and that your possible miscalculation might spoil the decision outcome. You may fear that a previous decision made failed to deliver the desired outcome because you either didn’t interpret the data appropriately or you relied on the wrong metrics.

A 2023 study found that those called upon to make decisions, especially impactful business decisions, rather frequently feel overwhelmed, and perhaps even unqualified, to sort through and recognize which data will be helpful to the decision-making process and that the phenomenon is hurting the quality of their business performance. According to The Decision Dilemma, a 2023 study by Oracle and Seth Stephens-Davidowitz, the New York Times bestselling author of Don’t Trust Your Gut: Using Data to Get What You Really Want in Life (2022), it is common to feel regret caused by the possibility of having made an unfortunate decision. Study outcomes showed that 85% of participating business leaders admitted questioning certain decisions they made over the previous 12 months. Furthermore, the 72% of participants who admitted that the sheer volume of data is overwhelming, along with the 35% of participants who were unable to determine which data or data sources were either relevant or accurate, caused most in the study to lose trust in data. Moreover, that lack of trust has at times prevented them from making a decision.

The 14,000+ employees and business leaders across 17 countries who participated revealed that business owners and leaders are struggling to make decisions in their (personal and) professional lives at a time when they are expected to make more decisions than ever before: 74 % of respondents reported that the number of decisions they make every day has increased by 10x over the last three years. Additionally, 85 % of respondents feel unable to make good decisions. That feeling of inadequacy has a negative impact on their quality of life, from causing them to experience anxiety (36%), to miss business opportunities (33%) and contributing to unnecessary spending (29%). As a result, 93% of respondents reported that they’ve changed how they make decisions.

As a leader, knowing what should factor into making the best decision you can is crucial. How might company expenses, products and/or services, your company brand, or customers be impacted? You might not have access to all the information you’d like, but you are most likely aware of a number of key factors that will give some indication of the outcome of your decision. To that end, I share with you decision-making suggestions compiled by members of the Inc. Magazine Leadership Forum, a group of founders and C-Suite business leaders who understand that decision-making without complete information is an everyday occurrence, making the availability of a framework to guide your process essential

SEE THE BIG PICTURE AND PICK A DIRECTION

Decision-makers are encouraged to keep the big picture of your organization and what you’d like the decision to bring about as you predict potential outcomes and assess risks that help you to weigh possible losses before deciding which actions you’ll take (strategy development). This approach ensures that your decision will align with long-term organization goals and promote its growth.

Remember also that in many cases, making almost any decision is better than not making a decision and that making no decision is a decision by default. Choosing against making a decision is not a synonym for caution. Pick a direction, commit to it and then do all that you can do to make it work. Your final result may not be 100 % perfect but it may suffice and, best of all, can take you a step closer to your ultimate goal.

BREAK AWAY FROM FEAR AND FOCUS ON GROWTH

Alas, it is inevitable that many decision-makers are imprisoned by the fear of negative outcomes. Avoiding risk is an essential ingredient in every decision-making process, but risk management should not be an expression of fear, because fear limits opportunities. Letting go of fear allows you to recognize and pursue opportunities, especially when the quest for opportunity is leavened by appropriate risk assessment and management.

Psychologists have proposed numerous strategies to help side-step fear (which is usually exaggerated or even irrational). Identifying the worst-case scenario of your decision outcomes, which is an element of scenario-planning, is perhaps one of the best remedies. Prepare for the worst and hope for the best!

CONFIRM FACTS AND AVOID CONFIRMATION BIAS

Separate facts from interpretation that’s tainted by confirmation bias. Also known as wishful thinking, confirmation bias lulls you into interpreting information in a way that conforms with what you expect or would like to happen; you may be inclined to ignore or discredit information that does not support your preferred outcome.

That said, don’t be afraid to be guided by the outcomes of previous decisions, whether or not they produced the preferred outcome. Trust your track record and do the best you can with the available data and the resources that are in hand. Once you’ve done your homework and objectively examined the available information, have faith that it may be preferable to take a chance and own a mistake than to play it safe and lose out on creative, innovate decision.

You can escape the blinders of confirmation bias by asking yourself the tough questions. It will be wise to confirm that your company has the necessary resources, for example, market share, revenue, expertise and/or relationships to implement certain decisions. If your resources appear to be lackluster, you may need to launch a remedial plan—an interim decision— before embarking on a decision-making process to launch a major initiative.

ACKNOWLEDGE YOUR ASSUMPTIONS

Consider initiating your decision-making process by creating a list to catalogue the decision options that are available to you. It’s very basic, but it’s helpful to know what your options are. You can also rank what appear to be the best options by next listing the potential benefits associated with each direction available. You want to be able to confirm that your assumptions reflect the best picture formed with current data and also to acknowledge that which you are unable to know.

Assumptions are like the scaffolding used on a building but they are tricky because they are vulnerable to confirmation bias—magical thinking you want to avoid. Yet, assumptions in decision-making are necessary because you need a few “givens” to depend on—the size of your customer base, the performance of your best-selling services, the impact of your major competitors, for example. The danger is when your assumptions remain invisible. Unexamined beliefs about people, processes, or systems can silently distort judgment and create blind spots. 

ASSESS WHAT IS UNKNOWN

How wonderful it would be to know what you don’t know—or at least recognize that there are happenings about which you haven’t got a clue. Another useful contribution to successful decision-making is to brainstorm about the unknowns. How can you figure out how to know what you don’t know? When compiling and analyzing data, you may not realize that it’s primarily a collection of vanity metrics. If you invest an hour, or a day or a week, to think about the unknowns, you’ll have a better chance of coming to the table with a true understanding of what factors are in play for your decision. Keep a piece of paper and a pencil handy and write down what comes to mind when you least expect it.

DETERMINE WHAT CAN BE ADJUSTED

Catalogue what must be right about the outcome of your decision and what can be adjusted later. As noted above, pick a direction, assess the likely risks and fix what needs some adjustment. When information is incomplete, and that’s often the case, you might decide to follow a strategy that has wiggle-room for a reversible choice or two. Sometimes, time matters—either you are compelled to make a decision to save yourself a peck of trouble, or you want to catch a good opportunity and you may be holding enough cards to catch the wave and ride it. Momentum matters—but it has to be paired with flexibility so that the right adjustments can be made in response to unexpected developments or if new information becomes available.

PROTECT CUSTOMER EXPERIENCE

Because information may be incomplete or inscrutable, you will likely be well-served to let protecting (or enhancing) the quality of your customer experience be your decision-making guiding star. In a fast-changing business environment, you’ll rarely have all the answers to questions that would clarify your understanding and affirm the path you should take. If your decision preserves customer trust and, if possible, enables you to keep the business to rather quickly and efficiently adapt to marketplace fluctuations, you can more easily make adjustments if there is push-back from your customers. Depending on the decision you must make, it could make sense to get some input from customers to learn how they might feel about changes that would be visible or impactful to them.

ACCEPT MISTAKES AND COURSE-CORRECT

It is not unusual for Freelancers and other business leaders to be called upon to make impactful decisions quickly and with only partial, maybe even questionable, information. You must learn to accept that mistakes will be made. Impact comes from being able to identify, own and modify decisions as new information surfaces. The real mistake is to hold on to bad decisions because they were already made.

You rarely have complete information, so effective leaders learn to make timely, confident decisions using their experience, industry knowledge, understanding of the broader environment, and awareness of the competitive landscape—then quickly course-correct if new information shows the decision should be adjusted.

Thanks for reading,

Kim

Image: Adobe Stock, generated with AI

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Specialization and How to Stand Out in Your Market

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Until the latter years of the 20th century, the majority of U.S. physicians were general practitioners who treated all manner of illness, unless one was a surgeon—that would be a general surgeon. Likewise, attorneys were expected to be multi-faceted legal advisers who could adequately represent aspiring homeowners when a property was purchased, counsel plaintiffs or defendants in legal battles that occasionally involved a jury trial, or guide clients as they wrote up a last will and testament. In the 1970s, most likely inspired by research that introduced more effective therapies into medical practice and in the legal sector, federal and state regulations whose purpose was to provide consumer protection that resulted from the increased complexity of national and global economies, distinct subspecialties eventually became the norm in both professions.

Freelance professionals are having a moment now as we respond to the growing phenomenon of specialization that is penetrating nearly every business entity and by necessity influences the way we operate. Most of you recognize that the ability to clearly define—brand—your expertise and the services you provide is a competitive advantage and many of you are probably inclined to rethink how you describe their services—and maybe also rethinking which services should be offered.

Blandly describing oneself as a provider of solutions that, for example, address human resources, IT, accounting/finance, or marketing needs may no longer capture attention. As B2B prospects continue to exercise agency and proactively research the solutions they need and give themselves a head start on finding someone who’s qualified to resolve that need, Freelancers are recognizing that the way to get noticed by a search committee is to leave no doubt that you are the best in the business within your specialty—your skill-set niche—and if your category of expertise is needed, you should be on the short-list for follow-up.

Paring down and focusing skills is already established in the Freelance technology sector, where it is commonplace to narrowly specialize, for example, in cybersecurity, artificial intelligence or machine learning, network administration, or blockchain smart contract development. To claim a specialty within your professional sector is, in fact, to operate within a niche market. You might also discover that it’s easier to stand out in a “small is beautiful” niche, where you only interact with prospects who are interested in your highly focused, expert-level skills.

In an era that favors specialization, owning a versatile skill set loses value. Thought leader opinions indicate that as industries become more complex, deep expertise is more sought-after than competencies that can address a wide range of tasks. Your prospects are less inclined to see advantages in broad-based capabilities; instead, they now see a jack of all trades and master of none. B2B search committees echo the new normal narrative: to manage the complexities of modern business the trend is to hire Freelancers who demonstrate specialized expertise that can be used to deliver specialized solutions. It’s compartmentalizing by another name; but it makes sense to sell your customers the way they want to be sold (as you know).The ultimate validation is that those with niche expertise are often more highly paid.

Clarity and precision

Simplicity makes things understandable, memorable and dependable. Unless you are well-known and connected, operating within the big pond known as the general marketplace for your Freelance sector is almost guaranteed to make you an overlooked little fish who’s surrounded by big fish who gobble up the billable hours and leave you struggling to survive and thrive. Being one of many competent Freelance professionals makes it difficult to stand out when your audience is broad. Prospects who search your service category will likely encounter several other talented Freelancers and may therefore be unable to recognize who can efficiently deliver the best solution.

But when you adjust your business strategy to limit your target market to prospects who seek a specific segment of your expert services—not just HR services, but benefits management or employee compensation, for example—and you confirm that the niche market sector is viable and sustainable, you will receive competitive advantages:

  • Narrowing your marketing strategies to communicate with prospects who have a hyper-specific problem to resolve or goal to achieve can position you as the leading authority in your tightly focused market and greatly reduce competition.
  • Micro-niche businesses facilitate deeper customer relationships that are nurtured through personalized marketing messages that are able to enhance trust, loyalty and word-of-mouth marketing.
  • Specializing in a small market segment allows for more efficient resource allocation and improved return on investment re: outcomes (conversion of prospects to customers).

A credible and visible authority

When you focus your specialized expertise and operate within an exclusive niche, the number of your competitors can only decrease, making it easier to position yourself as a respected thought leader and authority. As noted above, you can also expect to be able to increase the amount of your standard billable rate because specialization enhances perceived value to the customer. Moreover, by strategically limiting the number of potential customers, over time you will learn to craft highly specific marketing messages that directly address what matters most to your exclusive group of prospects—and, as noted above, helps you to nurture customer relationships. You’ll “get it” and they’ll know it and they will become your devoted, long-term customers. Your marketing could evolve from “covering all bases” platitudes to spot-on understanding of their challenges, goals and priorities.

Micro-niche growth strategy

Identifying a potentially viable B2B niche skill for your Freelance entity can become a launchpad, not a limitation and enable you to develop and package yourself and your entity yourself as a well-known and respected big fish (in a small, exclusive pond). While some of your colleagues may feel that a large potential customer base holds more opportunities, but that assumption is losing validity. In the B2B sector, attempting to sell to everyone is becoming less effective every year; rather, Freelancers who limit their focus to a select group of prospective customers are winning more contracts and are poised to dominate in revenue generated. Here’s your roadmap to specialization success:

  • Step 1: Dominate the micro-niche. Become the recognized leader in an exclusive sector.
  • Step 2: Move to adjacent niches. Expand your presence to similar groups who have similar problems or goals.
  • Step 3: Expand horizontally. Add new add-on or upgrade services to the core audience.

Closing thought

To achieve your goal of establishing and sustaining a profitable Freelance entity it is necessary to stand out and distinguish yourself as a thought leader, an authority and trusted source who is not just one of many “sound-alike” Freelancers who is trying to survive in a competitive B2B services marketplace. Resist the temptation to chase down every prospect who might be interested in your solutions. Instead, find the confidence to specialize, perhaps by focusing on an underserved customer group that is motivated by an urgent need to find a specialized solution and also has the potential to become a viable market. As the legendary Diana Vreeland (1903-1989), who was the Fashion Editor at Harper’s Bazaar Magazine (1939-1962) and later became Editor-in-Chief at Vogue Magazine (1963 -1971) said, “Elegance is refusal.” Ms. Vreeland understood that trying to be all things to all people is folly.

Thanks for reading,

Kim

Image: © Yayoi Kusama. Kusama, 2000 courtesy of Ota Fine Arts, Tokyo