Customers are very familiar with one aspect of the company’s offerings, but are surprised when they hear about the other things the organization does. The sales team regularly hears, “You do that, too?” New services are primarily sold to existing customers, because new prospects do not yet associate the organization with those services. Internally, the organization is already discussing multiple solutions and customer inquiries. Externally, however, one area of expertise remains dominant. On the website, in case studies, and in conversations, the same aspect consistently comes up first.
First, we’ll look at what the organization can already credibly claim. What is it currently known for, which new aspects of its offerings have now matured, and where are the logical connections between the two?
From there, we’ll expand the narrative. The existing area of expertise will remain recognizable, but will take on a different role within the bigger picture. We’ll ensure that the website, case studies, content, and sales efforts no longer just show where the organization came from, but also what additional services customers can now turn to it for.
A strong niche position is valuable. The problem arises when that position determines which questions customers even think to ask the organization. Customers may be very satisfied, yet still not call the organization with a broader question, simply because they don’t know they can turn to it for that as well.
At the same time, broadening one’s scope is not the same as discarding the old narrative. The area of expertise for which the organization has become known is precisely what lends it credibility. Anyone who suddenly tries to claim they can do everything runs the risk of losing the distinctiveness that has been built up over many years. The challenge, therefore, is to expand the organization’s image without losing the strength of its original position.
