Interviews and insights to help tourism businesses become remarkable.

PART 1: A simple message creation framework to help you sell more memberships.

If you’re big enough, you might have someone in a membership officer role. This however doesn’t mean there’s not a single member of your team who isn’t responsible for sales. Not if you want a strong member base and a high level of annual retention anyway.

If you agree with that basic premise, you’re in the right place. Today I’m going to give you a simple framework you can use (and a starting point for ideas) on how to convey the value you add to your members, in a way that will resonate with them.

The framework is:

PART 1

  • Define the aspirational identity of your members.
  • Define what your members (and potential members) want.
  • Define their problems, as they relate to your service.

PART 2 (next blog post)

  • Demonstrate empathy and authority.
  • Clearly communicate your process and calls to action.
  • Define what success looks like.

Let’s dive a little deeper into each, with examples.

Define the aspirational identity of your audience.

When they engage with you, who will they become? Who will they feel they are and by association, what tribe will they belong to? (read more on why this is important to a buyer in this article). Do they see future self as;

  • A well-known personality in the tourism industry in the region
  • A connector and opportunity creator
  • A successful business owner

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Hint: Look towards self-actualization, status, or ego for inspiration with this one.

Define what your members (and potential members) want.

Why are they even considering membership in the first place? Is it;

  • They want to grow their business.
  • They want to generate more opportunities for growth.
  • They want to meet like-minded people.
  • They want to build a strong network.
  • They want to expose their brand to more people.
  • They want to increase their influence and reach in the industry.
  • …. the list could go on.

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So the language you use when you speak to them, wherever that may be, translates to;

  • Grow your business.
  • Connect with like-minded people and discover opportunities for growth.
  • Build a strong network of high-quality business owners.
  • Get your brand in front of the right people in the [insert region name] tourism industry.

Define their problems.

It’s your job to rip that band-aid off. Remind them of the itch they must scratch. Problems come in three layers:

External Problems

These are the hard, tangible things you can point at;

  • Are you struggling to grow your business?
  • Is business not as strong as you hoped?
  • Are you lagging behind your competition?
  • Are you consistently running out of money to grow your business?
  • Are you struggling to find good people to surround yourself with?
  • Do you wish you had more people in the industry that can help you make decisions that will propel your business forward?
  • … and so on.

Internal Problems

This is how the external problems are making them feel.

  • Are you feeling unsure about the future of the business?
  • Do you struggle to sleep at night because things just aren’t under control in the business?
  • Do you get anxious wondering if things will ever get easier?
  • Does running your business feel like a lonely process?

Philosophical Problems

Good vs Evil. Consider things like why they would believe they deserve to succeed at what they are doing – but make sure it comes from the heart – it can be powerful language.

  • You’re the risk-takers, creating jobs and opportunities for our region. You deserve to succeed.
  • We need more people like you in the region, creating products and experiences that drive visitation.

In the next post we cover;

  • Demonstrate empathy and authority.
  • Clearly communicate your process and calls to action.
  • Define what success and failure look like.

This framework is relevant for brands, businesses, and products. Share it with your members to help them find more compelling language to communicate what they do.

 

 

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