As you explore this book’s approach to creating an effective message platform, you will see how that platform has to include two key components:
• a powerful value proposition (concept and words) and
• talk-tracks or “cases” your direct sales team can use consistently.

For these to be “game changers” you must base them on your firm’s realistic and reasonable potential: your real reality. Be sure your firm’s strengths and background provide a strong foundation for the market-facing promises you make.

Know what you do well. Know what you need to improve. Know what you can do better than anyone else can. You have to know your own business inside out before even looking at competitors. It is critical that you connect the promises of your product offering to the reality of your organization.

The simple truth is that your specific offering (the actual products, services, promises and justifications you want prospects to understand) connects to and is affected by your company’s overall identity.

Your product offer has to be consistent with the strengths that your overall brand communicates to the marketplace. I ’m not saying that you need to be handcuffed by your company’s present reality, but certainly look at your company’s credible short, mid and long-term potential—in the eyes of your target market.

Connect with your customers in new and more interactive ways. Listening carefully to them is not optional. According to many observers, including Alex Wipperfurth, author of Brand Hijack, customers are now in the driver’s seat (not your marketing department) and this will continue to be the new way of marketing.

Customer perspectives and experiences define your brand, so it is imperative that the messages you communicate and the promises you make are consistent with the experience your solution actually offers to your customers. Offering ease of use, when your product requires weeks of training is an all-too-common inconsistency. It’s as if marketing and product development never met.