Many years ago I counseled a semiconductor company that had a great business selling components to Apple for the iPod. They sold almost 30 percent of all their product to Apple. They knew that Apple was never going away.
In our research into the effectiveness of their content we found what seemed to be a discrepancy. We knew that there were multiple product groups that the client’s technology would fit, but they were focused only on the iPod team. We told them they needed to start a focus on development teams.
They responded, “We know who to talk to, you just concentrate on putting out press releases.”
Six months later, at a trade show, two Apple team managers came by the client booth to take a look at a new codec chip and after a brief introduction one of them said. “It’s too bad we didn’t know about this two months ago. It would have been a perfect fit for a new product we have coming out.”
One year later, Apple introduced the iPhone. One year after that, Apple switched to a competitor’s chips for the next generation of iPod. The client lost all of Apple’s business. Today, that client is part of their competitor having been bought out after their stock tanked about 5 years ago.
The moral is that there is always someone listening, or who needs to listen, to what you have to say. It is your job to figure out who that is and what they need to hear.
A good communication strategy requires looking at all the potential customers and influencers in a particular market. You might be concerned only with the companies and people that will buy your product, but you might not be thinking about the ultimate user of the product; or the people that provide the pieces of your product that you don't manufacture; or the service companies that are distributing your product; or the people that actually influence all of those people. Each of those “publics” can determine the fate of your organization as much, if not more than the immediate customer.
Now you might believe that one set of information is enough for all groups, but you would be wrong. In the case of the client, they were focused on the needs for one application of their technology. when there were, in fact, multiple applications. The iPhone project managers may have been hearing that information somewhere inside Apple, but it wasn't targeted at their product. It needed to be communicated in a way those project engineers could relate.
That takes some effort to listen and be aware of what the opportunities actually are but if you ignore them you do so at at your own peril. Just remember: what you don't know may actually kill you.