The other day I was driving home from an out-of-town client meeting. It was dinner time, and while I’m usually more of a fast casual fan, my options and time were limited so I decided to give Arby’s a try — specifically the $1 sliders they’ve been advertising.
When I pulled up to the menu board and looked at the list of slider options, I found myself questioning, “Well, how big is one of these sliders? How many should I order for a meal? What if I don’t order enough? What if I order too many and eat them all anyway?”
Feeling a little dumb for having so many questions about a little (or maybe not-so-little?) slider, I bailed and ordered a No. 1 combo. I never asked a single question, and I spent more money on the combo meal than I would have spent on five sliders. And I didn’t sample those new sandwiches the advertising campaign has been pushing.
Arby’s had me in its clutches at that moment, but I slipped away. I could have loved those sliders and bumped Arby’s up to my A-list of restaurant choices, but because they assumed anyone in their right mind would understand how big a slider was, they lost the potential to turn me into a slider advocate.
My point? In B2B, we’re dealing with much more complex buying cycles and more complicated purchasing decisions than whether or not to try a $1 sandwich, and missing a sale due to a simple assumption is quite a bit more costly, too.
So, take a step back, and consider these steps to becoming assumption-proof:
Note: To the Arby’s marketing executive who stumbled on this through a clips report, I totally understand if you’re rolling your eyes at me. I promise to try a pizza slider (or five) one day soon — even if it’s no longer $1 — because it really does look delicious.
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