You already know the elevator pitch is critical to your business, not just for pitching but to crystallize the goals of the company in your own mind.

You might also have developed a one-line positioning statement — a single sentence that defines the company in a simple, clear, sentence.

What if tomorrow I forced you to double your price?

If you sell software, your prices just doubled. If you’re an hourly consultant, your rate just doubled. If you’re a salaried employee, you’re now demanding double your salary.

Ignoring the (understandable) backlash from your existing customers/employer, what would you have to do to justify the new price tag?

• If you’re selling software, would it be best to add new features, or would people perceive more value if it were beautifully designed? Does it need more functionality or fewer bugs? If a customer emails tech support, what response would impress the customer? If a customer comes to you with twenty feature requests, do they get lost in the shuffle or do you proactively contact them quarterly with updates?
• If you’re a consultant, could you command a higher rate if you got certified in some technology, or would you earn more authority writing a quality blog? Should you charge for every email or provide some advice gratis? Should you charge a low rate but milk projects for extra hours or should you be expensive but brutally honest with your time reporting? To maintain contact with your past customers, is it enough to send automated holiday e-cards or should you write a quarterly newsletter with useful tips and ideas?
• If you’re an employee, how could you make yourself indispensable? Is there a project lying around that no one else is taking the initiative on? Is there a way to save money? Is there something you could do above and beyond your job description that would undeniably improve the company?
• If you’re looking for work, should your r

Tiny startups will always have shortcomings compared to the big boys.

Three people can’t run 24/7 tech support. A single consultant cannot always answer the phone. Software might have more bugs and fewer features than the competition.

Your customers know it, and you get to hear about it.

“I’m not comfortable buying from a small company; what if six months from now you go out of business?”

“What if I have a problem on Saturday?”

“I tried calling you but got an answering machine — on a Thursday!”

Do you try to hide these shortcomings, or do you turn it into an advantage?

In my experience you can’t hide. Oh you can try, and boy have I gone down that road, carefully selecting my words so that I’m not lying per se but still hiding the fact that I was a one-man software shop.

“We have hundreds of users.”

This is the 2nd post in series written by Jason Cohen on the topic: Joy of Honesty in Business.

Dishonesty is so rampant we can hardly be bothered to take offense.

A previously recorded message insists that our call is important, but apparently not important enough to answer.

A letter arrives marked “Important! Open Immediately” — a sure sign of unwanted solicitation.

A privacy policy

Common marketing wisdom is: Benefits sell, features don’t.

Benefits are what the customer wants; features are merely the means to the end. Customers are interested in “saving money” or “saving time” or being “easier to use;” features aren’t interesting until the customer understands and wants the benefits. Everyone says so.

My instinct is opposite. But, not wanting to second-guess tradition, I’ve dutifully fought my instincts at the behest of marketing and sales gurus. Since the first advertisements at Smart Bear I’ve had conversations like this:

Guru: Why is this here: “Integrates with version control systems.”

Me: That’s one of our features.

Guru: Say I’m a customer. Why do I care that you integrate with those things?

Me: Well normally you have to collect files for review by hand, but with this integration we can collect the files for you. So a mundane, 5-minute task reduces to a few seconds.

Guru: So it’s going to save me time?

Me: Yes, and doing it by hand is error-prone and it’s boring and …

Guru: OK, OK, but mainly it saves time.

Me: Yes, it saves time.

Guru: Fine, than that’s the benefit. “Saves time.” I don’t care yet how it works, just tell me how it will help me.

Me: So that’s it? Just write “Saves time?”

Guru: How about “Cuts 80% of the time out of starting a review.” That will grab my attention.

We’d do this with each of my feature points in the ad. So what started out as:

• Integrates with version control systems
• Threaded chat in context with code
• Automated metrics and reports

Turned into:

• Saves time
• Easier to manage than email
• Eliminates manual tasks

Looking back now over the last five years and considering what worked best for us, this technique still doesn’t seem right to me because these benefit statements eliminate the interesting, unique properties of our product. Claims like “Saves time,” “Easier to use,” “Automates tasks,” these are things that almost all software promises to do. Although these might indeed be the ultimate benefits, it’s the same message as everyone else. I suppose I could claim “Saves more time than competitor X,” but is that really the strongest message I have?

I agree that customers are interested in end results. Furthermore they need to picture themselves using the product and achieving those results. TV advertisers have long recognized the power of visualization; nearly every TV ad shows someone using and enjoying the results of the product.

But statements like “easy to use” are completely unhelpful in visualization. Even if you trump it up as “Cut code review time in half,” I still cannot picture how that’s going to happen. If I’m already a skeptical person — quite likely with our target audience — I might not wait around for you to explain it.

If your potential customers are experiencing pain, they’ll automatically see how the feature achieves the benefit. Our customers already know code review incurs busywork and can be a huge waste of time. If I say “Writes reports for you” or “Collects metrics automatically” or “Packages and delivers code with one click,” it’s clear that the benefit is to save time and help with chores, but now you can visualize exactly how.

Jason Cohen wrote this post and allowed us to syndicate it. He is the founder of Smart Bear Software, maker of Code Collaborator, the world’s most popular tool for peer code review and recent winner of the Jolt Award.

However you feel about Snoop Dogg, you have to admit he’s good at producing hit records.

Mr. Snoop is inundated by new artists vying for his attention. A nod from the great Dee-Oh-Dubba-Gee can launch a career. On MTV Cribs, the Doggfather showed us how he vets sample tracks. It’s not what you think — a sound-proof room with a dizzying array of equalizer knobs and $50,000 speakers. No, he takes these tracks and plays them on a little cassette player on the floor.

A cassette player. On the floor. Turned up a little too high so it crackles and distorts during the loud parts.

Why? Because songs have to sound good even on a cheap car stereo with distractions and tiny speakers and an obnoxious guy in the back spilling you-don’t-want-to-know-what on your velour seat covers.

So how do you get a song to sound good in the real world? Music producers suggest that you should use crappy speakers when mixing tracks. If it sounds good on crap, it will sound good anywhere.

This principle applies in an odd way to your company’s pitch. As much as you’d like to believe otherwise, your prospective customers have as many distractions as a group of teenagers listening to the car stereo.

This is true regardless of the medium. Your web page competes with announcements of “You’ve got mail,” instant messages about funny YouTube videos, and the ultimate escape of the “back” button. Your magazine ad competes with a ringing phone and the pull of a more interesting picture on the next page. Your 10-second pitch at parties and tradeshows is dulled by cocktails, the din of the room, and the more interesting story in the adjoining conversation.

These aren’t even “competitors” in the “products, features, services, benefits” sense. It’s competition for attention.

So what can you do about it? A few quick ideas:

• Record your pitch in a noisy environment (a bar, a playground). Play it back; does it still make sense when you can only make out sixty percent of the syllables? Ask victimsfriends to point out what’s engaging and what’s not.
• Lay your printed material on a table and cover up different parts of it with a magazine. Your entire message doesn’t need to shine through, but is it eye-catching enough for someone to notice the