It sometimes trips marketers and writers up to think about the difference between interest and desire. Think about the idea of changing jobs, if you’re an employee. Maybe you hear about an alternative career and you start to wonder about it. You read some articles online, do research on open positions, and even talk to a few people in the field. As you gather more info, you start to realize what a perfect fit it is. The pay is great, the hours are right, the content is interesting.
At some point, there’s a shift in your mind and you start to imagine yourself in that position. You move from thinking that a career in writing or engineering sounds interesting, to actually wanting to be a writer or engineer. It’s about that moment of the shift, from intellectual curiosity to making the decision “I want that for myself.” That’s at the heart of desire.
Let’s take a more business oriented look. Imagine that you’re a B2B marketer selling a social media solution. Your target audience is social media managers for big companies. From your research, you know that being able to quantify the impact of B2B social media programs and show how they impact sales is a big concern for this audience. There are tools on the market, but nothing that’s perfect for making the case. With your new product, you’re able to deliver that information in a few simple clicks.
If we begin at the beginning, you have to capture their interest by crafting a headline that speaks directly to your audience. Something along the lines of “Finally, A Product for Social Media Managers That Quantifies the Value of Every Interaction” is a decent starting point. In your white paper (to pick a content type), you lay out the scenario: the marketing manager is called into a departmental meeting to present on campaign progress. She uses the standard metrics: growth in followers, increases in interactions, brand mentions, brand sentiment, and lead generation.
A bored executive asks, “So how much has this Twitter campaign generated in sales?”
Pulling up a previous chart, the manager starts to rattle off the facts. “We know that 40,000 people shared content related to that product. We gained almost 100,000 followers. The sales department reported that they got 5,000 leads out of the program, and if we extrapolate how much they purchased….”
The executive interrupts. “No. I want to know exactly how much that was worth. Not extrapolations.”
It’s any social media manager’s nightmare scenario. But with your new product, your customer will be able to track and quantify the value of every interaction. If you can demonstrate that, you’ll hold their interest. Specific features and benefits, case studies, customer testimonials, and use cases are all effective ways to back up your claims. Finally, by tapping into an emotion that the social media manager has felt – perhaps fear at being caught in such a situation or a desire to be in control of the outcome of such conversations – you’ll start to create a desire to have access to your product.