The Ideal Client, Part 2

The notion of value is something we return to over and over again: What do you value? Are you valuing people? Are you valuing the growth of your company? Are you valuing the bottom line? And what does it represent anyway? At the end of the day, do you really care about the work you do, or are you just crossing it off a list? Like we said yesterday, every project can’t be a perfect match, but there are moments when the joy and the mission come together and the work is transcendent. Now, there are also times when that happens and nobody cares. But if your motivation is pure, it doesn’t matter. You’re building a better process. You’re increasing value.

The ideal client has a plan to increase the value of their organization.

Brooks Canavesi, OpenArc Sales Director
Why do you care about your organization? Why should others care? Basic questions, yes, but important. In fact, if after chuckling at them, you realize that you can’t answer them, take some time to sit down with your stakeholders. Buy them a coffee. Buy them a beer. Ask the questions. Do you have a brand toolkit or identity guide? If not, vendors (the “we” in this conversation) will have to make their best guess when working for you – resulting in an identity formed either hastily or for free. These, obviously, are not best practices that lead to greater value.

Keep in mind also that the concept of value can vary wildly from organization to organization. It could be superior communication, it could be market share, it could simply be overall excellence – but it must be tied to your customers. In fact, a 2010 Harvard Business Review article goes so far as to posit that marketing departments be reimagined as “customer departments,” bringing customer-focused functions to the forefront and allowing organizations to corporately “shift focus from product profitability to customer profitability.” We couldn’t agree more – which leads us to tomorrow’s point: 

The ideal client values people. 

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