Here's a little quiz for you.
Who said the following?
1. "Those who can, do; those who cannot, teach."
2. "What men seek is not knowledge, but certainty."
3. "Will you sleep with me for a million pounds?"
I bet the last question got your attention, and I will tell you the dialogue that followed it in a moment, but first, the man who said all those things was...
George Bernard Shaw
The last quotation - the question - was asked of a lady at a smart dinner party. The reply was in the affirmative.
Shaw then asked, "Will you sleep with me for a shilling?"
"What do you take me for?" replied the lady indignantly.
"We have already established what you are," said Shaw. "Now we are just discussing the price."
After that little frolic in the antechambers of literature, let's return to the first statement which is good fun but not always true, and I bring in evidence a friend**, Professor Srikumar Rao.
We first met when he was Chairman of the Marketing Department at Long Island University, where he used my book Commonsense Direct Marketing as a text, then we did consultancy together for a demented IT firm in the U.S with a great idea and no clue at all about business or marketing.
We plan to do some seminars together, but today Srikumar runs one of the most talked-about executive education programmes in the world. It has been written about, and he has been interviewed by, much of the most influential media in the U.S.
Google him if you want to know more, but I mention him because unlike many teachers, especially business school professors, Srikumar is no mere theorist. He really can do; and one thing he does exceptionally well is write copy.
His remarkable ability drives from a deep understanding of what good marketing can achieve, coupled with real insight into the art of persuasion.
Here are two pieces of his copy. The first is to sell the seminar we have been planning. It's a wonderful analysis of why good marketing matters; he drafted it and I edited it - very slightly.
Let's do some math. Assume your current marketing program yields two qualified leads per hundred contacts and that one of these becomes a customer. Further assume that, as a result of techniques you learn in this seminar, you are able to increase lead generation by 2% and the conversion rate remains the same. You now get four qualified leads per hundred contacts and two customers.
Say you need a 10% increase in your marketing budget - which is 20% of total expenses - to achieve this. This means that a 2% increase in expenditure has yielded a 100% increase in profits. Where else can you get this kind of leverage? And what becomes of the numbers if you can achieve this while spending less on in marketing? And we have not even talked about increases in the revenue per customer.
I often feel like reading that to clients who don't understand why it pays to invest in good copy.
The second is a perfect example of something a brilliant salesman taught me many years ago: it is called 'negative sell'.
"The Advanced Leadership Clinic is a unique program designed for exceptionally talented executives actively looking for exponential improvement in performance. It will enable you to smash all previous achievement records and take you to new highs of personal effectiveness. Expect it to turbo-charge your career and take you to a higher orbit of performance and accomplishment.
Admission to the clinic is highly competitive. It is only for driven individuals who are so drawn to it that they would, literally, be prepared to blast through brick walls to participate. DO NOT APPLY if you are not ready to disrupt your life considerably for the rare privilege of joining a group of highly talented managers in a collaborative life-changing experience.
There is no other program remotely like this one in format, intensity or effectiveness. Expect and be prepared for this clinic to completely take over your life for two months. You will be given, and learn to work with, transformation tools of great power. You will continue to work with them on your own after the formal end of the clinic until you have mastered their use. And you will find your life has altered beyond measure.
Read the program details below to determine if this clinic is for you. Pay particular attention to the clear descriptions of who should and should not apply and some of the possible outcomes of this concentrated happening.
This is not a program for the faint of heart or for those who are merely curious. The application alone will take you hours and there will be assignments you will have to complete before the first meeting. The clinic will take up virtually all your spare time while it lasts and it will seep into every part of your life. Embrace this intensity. This is what will enable you to make deep changes in your life."
Do you see what he is doing there? He is not saying "please buy my programme"; he is telling you it will be a privilege to take part, and you are going to have to work just to get in. He is making the prospects come to him.
No wonder his programme is always sold out - and no wonder it is the only such programme to have its own alumni association.
Actually he uses exactly the same psychology as when you say an offer is limited - but infinitely more subtle in the way he counterpoints big promise against demanding requirement.
Try exclusivity: make it a privilege to buy.
** You may wonder where I get all these friends from.
It's a mystery to me, too; but as I said to my Russian publisher over dinner last night, two of my greatest pleasures are interesting ideas and interesting people - so I try to cultivate both.
Best,
Drayton
P.S. This is number 29 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Sunday 28 February 2010
Saturday 27 February 2010
Bill Bernbach on Advertising
PART ONE
PART TWO
Not just an amazing interview on marketing and advertising, but a veritable mini course on the subject. If you have any interest in marketing, advertising and copywriting, you need to watch this.
Quotes from the videos:
PART TWO
Not just an amazing interview on marketing and advertising, but a veritable mini course on the subject. If you have any interest in marketing, advertising and copywriting, you need to watch this.
Quotes from the videos:
"...What you think is going to happen doesn't matter to much... it's what happens that counts"
"The real basis for persuasion is to understand what motivates a man"
"The writer is concerned with what he puts into his writing... the communicator is concerned not just with what he puts into a piece of writing, but with what the reader gets out of it... he learns that the reader reads with his ego, his emotions, with his compulsions, his prejudices, his urges and his his aspirations... and that he plots with his brain to rationalise the facts until they become the tools of his desire"
"If we proceed purely on an intellectual basis we're not going to get very far"
"...it's up to the man who's doing the persuading to tap those passions for good, moral purposes"
"A good creative man, demands good research..."
"...work without conviction won't sell"
"...the essence of impact is saying things the way they were never said before"
Thursday 25 February 2010
Unreleased PAID Report ... Yours Free (Next 48 Hours Only)
This is a rare opportunity to get a "real" PAID report at
zero charge to you. (This isn't one of those deals where
someone is giving something away that never was to be
sold in the first place, but they pretend it was.)
Jimmy D. Brown is about to shut down his Small Reports
Zone site permanently. He's "retiring" ALL of his current
products and services, beginning with this site.
As he was making preparations to shut the site down, he
realized that there were several small reports that Nicole
and he had planned on adding to the site but never got
around to doing it.
In fact, Nicole had a download page and the files prepped for
one great report entitled, "The Ultimate Free Traffic Model".
It was originally part of one of Jimmy's larger products and
they had extracted it to sell on the site for $15 along with
the other reports.
While he easily COULD have sold hundreds (really thousands)
of copies of the report this week as part of his retirement,
he decided to give away complimentary copies of this paid
report.
No charge. No lists to join. For real no charge.
Here is the original download page that Nicole setup...
http://directanddigitalmarketing.com/ultimate_free_traffic.html
Download your copy today. When he shuts down the site on
Friday, this freebie will be gone too. No reason why you
shouldn't at least get a copy of it before it's gone.
*** AND DON'T FORGET ***
This Friday is THE last day to purchase any of his small
reports from http://directanddigitalmarketing.com/srzone.html.
Friday at 10PM Central time he will be shutting the site
down and no longer accepting any new orders.
They are all on sale for only $10 each!
http://directanddigitalmarketing.com/srzone.html
NOTE: My recommendation is that you at LEAST get a copy of his
65-page "operations manual", Homepreneur Habits. If you spend only
$10 all year, this is the best value you'll find anywhere. Period.
The rest of them are pretty darn good too. :-)
http://directanddigitalmarketing.com/srzone.html
Grab the complimentary copy of the unreleased paid report. And
order copies of anything else you want. They'll all be gone
Friday night.
zero charge to you. (This isn't one of those deals where
someone is giving something away that never was to be
sold in the first place, but they pretend it was.)
Jimmy D. Brown is about to shut down his Small Reports
Zone site permanently. He's "retiring" ALL of his current
products and services, beginning with this site.
As he was making preparations to shut the site down, he
realized that there were several small reports that Nicole
and he had planned on adding to the site but never got
around to doing it.
In fact, Nicole had a download page and the files prepped for
one great report entitled, "The Ultimate Free Traffic Model".
It was originally part of one of Jimmy's larger products and
they had extracted it to sell on the site for $15 along with
the other reports.
While he easily COULD have sold hundreds (really thousands)
of copies of the report this week as part of his retirement,
he decided to give away complimentary copies of this paid
report.
No charge. No lists to join. For real no charge.
Here is the original download page that Nicole setup...
http://directanddigitalmarketing.com/ultimate_free_traffic.html
Download your copy today. When he shuts down the site on
Friday, this freebie will be gone too. No reason why you
shouldn't at least get a copy of it before it's gone.
*** AND DON'T FORGET ***
SOLD OUT
This offer below is no longer available.
Grab the FREE report, above, while the link is still live.
This Friday is THE last day to purchase any of his small
reports from http://directanddigitalmarketing.com/srzone.html.
Friday at 10PM Central time he will be shutting the site
down and no longer accepting any new orders.
They are all on sale for only $10 each!
http://directanddigitalmarketing.com/srzone.html
NOTE: My recommendation is that you at LEAST get a copy of his
65-page "operations manual", Homepreneur Habits. If you spend only
$10 all year, this is the best value you'll find anywhere. Period.
The rest of them are pretty darn good too. :-)
http://directanddigitalmarketing.com/srzone.html
Grab the complimentary copy of the unreleased paid report. And
order copies of anything else you want. They'll all be gone
Friday night.
The Least Understood Success Concept
The missing word in all the discussions I've ever
seen about success is - honor.
Yet, honor is a basic principle which underlies all
success.
For instance:
To be a successful human being you must first
honor yourself. You can't honor anything or anyone
without the deepest respect and honor of yourself.
To succeed as a human being, you must also honor
your loved ones. Your friends and your family.
As an entrepreneur it's crucial to honor your
employees, suppliers, and your customers.
In fact, honor plays a significant role in all
your actions.
As with all great things in life, it occurs in
very simple ways.
Here are some examples of the role of honor:
* You honor and keep your word to those with
whom you interact
This means your dealings with all humans is based
on honor
* You honor your product or service, and make
sure it is at least 10 times better than your
advertising promises
It's not always an easy path. But the rewards for
living a life of honor are huge
How?
Your inner feelings of self-worth and self-esteem
will rise to a whole new level
* Your growing reputation will help you attract the
most outstanding people in all the important areas
of your life
* Your business will attract customers who respect
you at the very highest level and become raving
fans for life
* You'll become a magnet which will enable you to
attract any amount of financing you'll ever need or
want
* You'll enjoy your relationship with children and
grandchildren who will respect and honor you
* Most importantly, you'll attract the most
desirable and appealing romantic partner you could
ever want
Now let me ask you this.
Do you feel the foregoing benefits are worth the
discipline involved in living a life of honor?
If you honestly feel the answer is yes and act
accordingly, you will determine any level of success
you choose in business. And in life.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
seen about success is - honor.
Yet, honor is a basic principle which underlies all
success.
For instance:
To be a successful human being you must first
honor yourself. You can't honor anything or anyone
without the deepest respect and honor of yourself.
To succeed as a human being, you must also honor
your loved ones. Your friends and your family.
As an entrepreneur it's crucial to honor your
employees, suppliers, and your customers.
In fact, honor plays a significant role in all
your actions.
As with all great things in life, it occurs in
very simple ways.
Here are some examples of the role of honor:
* You honor and keep your word to those with
whom you interact
This means your dealings with all humans is based
on honor
* You honor your product or service, and make
sure it is at least 10 times better than your
advertising promises
It's not always an easy path. But the rewards for
living a life of honor are huge
How?
Your inner feelings of self-worth and self-esteem
will rise to a whole new level
* Your growing reputation will help you attract the
most outstanding people in all the important areas
of your life
* Your business will attract customers who respect
you at the very highest level and become raving
fans for life
* You'll become a magnet which will enable you to
attract any amount of financing you'll ever need or
want
* You'll enjoy your relationship with children and
grandchildren who will respect and honor you
* Most importantly, you'll attract the most
desirable and appealing romantic partner you could
ever want
Now let me ask you this.
Do you feel the foregoing benefits are worth the
discipline involved in living a life of honor?
If you honestly feel the answer is yes and act
accordingly, you will determine any level of success
you choose in business. And in life.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
Wednesday 24 February 2010
Commitment to Excellence (1991)
An excellent video depicting the history of the Marlboro brand, focusing on its marketing and advertising.
This video includes an interview with Leo Burnett who created an early advertising campaign.
You'll want to skip the first minute as the actual video starts at 1:00 minute.
Please note: I am not endorsing the smoking of cigarettes in any way. I believe it is a dangerous and socially unacceptable habit, and a very expensive one.
In fact it is my opinion you would be better off saving the money you spend on cigarettes, and use some of it to enrol on Drayton Bird's world-class Commonsense Marketing Course and become a world-class marketer yourself.
Here's the link: Drayton Bird Commonsense Marketing
Commitment to Excellence (1991)
An excellent video depicting the history of the Marlboro brand, focusing on its marketing and advertising.
This video includes an interview with Leo Burnett who created an early advertising campaign.
You'll want to skip the first minute as the actual video starts at 1:00 minute.
Please note: I am not endorsing the smoking of cigarettes in any way. I believe it is a dangerous and socially unacceptable habit, and a very expensive one.
In fact it is my opinion you would be better off saving the money you spend on cigarettes, and use some of it to enrol on Drayton Bird's world-class Commonsense Marketing Course and become a world-class marketer yourself.
Here's the link: Drayton Bird Commonsense Marketing
Tuesday 23 February 2010
Michael Hemmingway Of Dove's ProAge Campaign At Images And Voices Of Hope
Michael Hemmingway of Ogilvy Mathers is the project manager for the Dove ProAge advertising campaign Campaign for Real Beauty. This was recorded at a session at the 2007 Images and Voices of Hope Summit at Peace Village, Haines Falls, NY.
David Cooperrider hosts the discussion. The campaign focused on improving women's self image, particularly younger girls.
Jimmy D. Brown Is "Retiring" Small Reports ... On Sale For $10
Two things in one on this post.
First:
A name change. Drayton Bird recommended it after frequenting
my blog for some time. He feels it's more 'apt' considering the
content. I hope you agree.
Although, it could probably do with a better slogan. Any ideas?
Second:
I just got word from Jimmy D. Brown that he is shutting down
his Small Reports Zone site on February 26th at 10PM.
That's right, ALL of his small reports at the site will
NO LONGER BE AVAILABLE for purchase after that date.
You may have heard by now, but just as a reminder, Jimmy is
"retiring" (IE Removing them from the web and no longer
selling them) ALL OF HIS OFFERS...all of his reports, ebooks,
membership sites, coaching programs, software programs, etc.
He's beginning with all of his SR Zone reports. These short,
meaty, low-cost reports are a gold mine of quality content
for internet marketers.
Here's a list of what's available...
1. Piggyback Launches: 3 Surefire Ways To Get A Steady
Stream Of Free Traffic For Any New Product
2. Homepreneur Habits: How To Run A Successful Home Business
3. How To Get Free Traffic To Your Website With Ezine Articles
4. How To Get F.R.E.E. Traffic with PLR Reports
5. 8 Irresistible Ways To Get Super Affiliates To Enlist In
Your Sales Army
6. How To Improve Your Information W.R.I.T.I.N.G.
7. The Upsell Report: How To Get Customers To Spend More Money
I'm sorry to see Jimmy shut down this site, but I'm glad
he's giving us all a few days to grab up copies of these
gems before he pulls the plug.
**BEST PART**
The REALLY good news is this: as part of this "goodbye",
Jimmy is discounting the price of EVERY report to only
$10 each!
This makes these reports affordable for everyone, even
those on a strict budget. It would be smart to order a copy
of each of these.
I *STRONGLY* recommend you grab a copy of "Homepreneur Habits".
It's a 65-page "operations manual". In it, Jimmy takes you
"behind the scenes" to look at how he runs his own business,
complete with photographs of his home office. He tells you
what software programs he uses, tools and equipment he uses
and even a schedule of tasks he performs. At only $10, it's
a no-brainer! EVERY internet marketer should have a copy!
To read through a complete description of each report, visit
the SR Zone site by clicking the link below:
http://directanddigitalmarketing.com/infoprofitshare/
Also, if you want to read all about WHY Jimmy is retiring
ALL of his offers, he has posted all of the details here...
http://directanddigitalmarketing.com/jimmybrown/
REMEMBER, you only have a limited time to order any of the
small reports that you are interested in. On February 26th
at 10PM the site will be shut down. No joke!
Disclaimer: This message contains affiliate links that
provide compensation to me should you make a purchase.
First:
A name change. Drayton Bird recommended it after frequenting
my blog for some time. He feels it's more 'apt' considering the
content. I hope you agree.
Although, it could probably do with a better slogan. Any ideas?
Second:
I just got word from Jimmy D. Brown that he is shutting down
his Small Reports Zone site on February 26th at 10PM.
That's right, ALL of his small reports at the site will
NO LONGER BE AVAILABLE for purchase after that date.
You may have heard by now, but just as a reminder, Jimmy is
"retiring" (IE Removing them from the web and no longer
selling them) ALL OF HIS OFFERS...all of his reports, ebooks,
membership sites, coaching programs, software programs, etc.
He's beginning with all of his SR Zone reports. These short,
meaty, low-cost reports are a gold mine of quality content
for internet marketers.
Here's a list of what's available...
1. Piggyback Launches: 3 Surefire Ways To Get A Steady
Stream Of Free Traffic For Any New Product
2. Homepreneur Habits: How To Run A Successful Home Business
3. How To Get Free Traffic To Your Website With Ezine Articles
4. How To Get F.R.E.E. Traffic with PLR Reports
5. 8 Irresistible Ways To Get Super Affiliates To Enlist In
Your Sales Army
6. How To Improve Your Information W.R.I.T.I.N.G.
7. The Upsell Report: How To Get Customers To Spend More Money
I'm sorry to see Jimmy shut down this site, but I'm glad
he's giving us all a few days to grab up copies of these
gems before he pulls the plug.
**BEST PART**
The REALLY good news is this: as part of this "goodbye",
Jimmy is discounting the price of EVERY report to only
$10 each!
This makes these reports affordable for everyone, even
those on a strict budget. It would be smart to order a copy
of each of these.
I *STRONGLY* recommend you grab a copy of "Homepreneur Habits".
It's a 65-page "operations manual". In it, Jimmy takes you
"behind the scenes" to look at how he runs his own business,
complete with photographs of his home office. He tells you
what software programs he uses, tools and equipment he uses
and even a schedule of tasks he performs. At only $10, it's
a no-brainer! EVERY internet marketer should have a copy!
To read through a complete description of each report, visit
the SR Zone site by clicking the link below:
http://directanddigitalmarketing.com/infoprofitshare/
Also, if you want to read all about WHY Jimmy is retiring
ALL of his offers, he has posted all of the details here...
http://directanddigitalmarketing.com/jimmybrown/
REMEMBER, you only have a limited time to order any of the
small reports that you are interested in. On February 26th
at 10PM the site will be shut down. No joke!
Disclaimer: This message contains affiliate links that
provide compensation to me should you make a purchase.
Monday 22 February 2010
Sunday 21 February 2010
Writing Sales Copy that Sells - Joe Sugarman
One of the best known copywriters of all time, Joe Sugarman wrote Advertising Secrets of the Written Word and Triggers: 30 Sales Tools You Can Use To Control the Mind of your Prospect to Motivate, Influence and Persuade.
If you wanto to discover the secrets of writing copy that sells, listen to this copywriting expert being interviewed by Bob Sommers.
Writing Sales Copy that Sells - Joe Sugarman
One of the best known copywriters of all time, Joe Sugarman wrote Advertising Secrets of the Written Word and Triggers: 30 Sales Tools You Can Use To Control the Mind of your Prospect to Motivate, Influence and Persuade.
If you wanto to discover the secrets of writing copy that sells, listen to this copywriting expert being interviewed by Bob Sommers.
Saturday 20 February 2010
An Adman Looks At Advertising (1984)
An interview with John E. O'Toole, chairman of the Foote, Cone & Belding advertising agency.
Last Chance For Best Resale Rights Package of 2010
Mike Filsaime sent me an email a few minutes ago saying he'll be pulling his "first time ever" Resale Rights offer down within the next couple of days.
If you want to get resale rights to three of his best selling products...products even top marketers are using every day in their marketing...
...then make sure you hurry over there now:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Keep in mind this isn't your typical resale rights offer where the seller paid some random "ghostwriter" to create some products and had some amateur copywriter write the salesletters.
These are PROVEN products which were created by Mike Filsaime that sell every day and have been for quite some time.
In fact, Mike wrote two of the three salesletters HIMSELF, and the other one was done by a high profile, high priced copywriter.
So you can rest assured that you are getting the rights to sell top quality products, one of which broke records in the Clickbank marketplace when it was first released.
And as I mentioned before, the other two are products you see being used by marketers all over the world... including some Gurus
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
When you get there, you'll see he is also giving you instant free access to the products so you can see just how powerful and relevant they are in the market.
Plus you get to use them in your business as well.
But once he pulls the offer down, free access to these products go away too. Then you will have to pay for them.
Instant Download instructions can be found at:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Hurry now before it's too late!
If you want to get resale rights to three of his best selling products...products even top marketers are using every day in their marketing...
...then make sure you hurry over there now:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Keep in mind this isn't your typical resale rights offer where the seller paid some random "ghostwriter" to create some products and had some amateur copywriter write the salesletters.
These are PROVEN products which were created by Mike Filsaime that sell every day and have been for quite some time.
In fact, Mike wrote two of the three salesletters HIMSELF, and the other one was done by a high profile, high priced copywriter.
So you can rest assured that you are getting the rights to sell top quality products, one of which broke records in the Clickbank marketplace when it was first released.
And as I mentioned before, the other two are products you see being used by marketers all over the world... including some Gurus
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
When you get there, you'll see he is also giving you instant free access to the products so you can see just how powerful and relevant they are in the market.
Plus you get to use them in your business as well.
But once he pulls the offer down, free access to these products go away too. Then you will have to pay for them.
Instant Download instructions can be found at:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Hurry now before it's too late!
Last Chance For Best Resale Rights Package of 2010
Mike Filsaime sent me an email a few minutes ago saying he'll be pulling his "first time ever" Resale Rights offer down within the next couple of days.
If you want to get resale rights to three of his best selling products...products even top marketers are using every day in their marketing...
...then make sure you hurry over there now:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Keep in mind this isn't your typical resale rights offer where the seller paid some random "ghostwriter" to create some products and had some amateur copywriter write the salesletters.
These are PROVEN products which were created by Mike Filsaime that sell every day and have been for quite some time.
In fact, Mike wrote two of the three salesletters HIMSELF, and the other one was done by a high profile, high priced copywriter.
So you can rest assured that you are getting the rights to sell top quality products, one of which broke records in the Clickbank marketplace when it was first released.
And as I mentioned before, the other two are products you see being used by marketers all over the world... including some Gurus
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
When you get there, you'll see he is also giving you instant free access to the products so you can see just how powerful and relevant they are in the market.
Plus you get to use them in your business as well.
But once he pulls the offer down, free access to these products go away too. Then you will have to pay for them.
Instant Download instructions can be found at:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Hurry now before it's too late!
If you want to get resale rights to three of his best selling products...products even top marketers are using every day in their marketing...
...then make sure you hurry over there now:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Keep in mind this isn't your typical resale rights offer where the seller paid some random "ghostwriter" to create some products and had some amateur copywriter write the salesletters.
These are PROVEN products which were created by Mike Filsaime that sell every day and have been for quite some time.
In fact, Mike wrote two of the three salesletters HIMSELF, and the other one was done by a high profile, high priced copywriter.
So you can rest assured that you are getting the rights to sell top quality products, one of which broke records in the Clickbank marketplace when it was first released.
And as I mentioned before, the other two are products you see being used by marketers all over the world... including some Gurus
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
When you get there, you'll see he is also giving you instant free access to the products so you can see just how powerful and relevant they are in the market.
Plus you get to use them in your business as well.
But once he pulls the offer down, free access to these products go away too. Then you will have to pay for them.
Instant Download instructions can be found at:
http://directanddigitalmarketing.com/TheDayHisEgoDied.html
Hurry now before it's too late!
Friday 19 February 2010
What's The Big Deal About A Headline Anyway?
Is the headline of any space ad, or sales letter,
brochure or subject line all that important?
You bet it is! Even a single word can often make a
dramatic difference in response.
Sometimes the right headline can increase response
200 to 300%. Sometimes the wrong word can slash
response by 75% or more.
In my experience, creating an entirely new headline
completely can multiply your sales by as much as 5
times, or 500%. Is it worth testing? What do you
think? I can tell you that I never run advertising
without a headline test.
** You are just 17 words away from a million
dollar fortune! **
You may think that in order to get your full
attention I'm exaggerating the case for creating a
strong headline.
But please be aware of these facts.
I'm going to describe what a few words have done
to catapult others to multi-millionaire status.
A few examples:
Five Magic Words by best-selling author, Robert
Allen, earned him a multi-million dollar fortune and
started a whole industry. The words:
"No Money Down Real Estate"
Ten Magic Words by entrepreneur, Jeff Paul, have
earned him millions. The words:
"How to Make a Fortune at Home in Your
Underwear"
Three Magic Words for a product helped young
internet millionaire, Yanik Silver, earn a fortune.
The words:
"Instant Sales Letters"
Two Magic Words by Bill Meyers have earned him
millions. The words:
"Unfair Advantage"
Seven Magic Words have helped Bill Bonner of
Agora Publishing build a 350 million dollar
company. The words:
"Best Places in the World to Retire"
The Company Corporation, one of the companies I
formed, has become the largest incorporator in the
world. A hugely successful headline responsible for
millions in profits is this:
"Incorporate on the Phone in 7 Minutes or Less"
** Don't miss the opportunities a strong headline
gives you **
In my view, most often copywriters do not put forth
nearly enough effort on headlines.
I consider the headline crucial in all media. This
includes online and offline media, e-mail, postcards,
sales letters and space ads. I won't even run the copy
at all unless I'm satisfied with the headline.
I write as many as 200-250 headlines before I settle
on the one I choose. It's the very first thing I create
before I write a single word of copy.
Recently you may recall I rewrote the ad for the
winner of my "Improve Your Ad Challenge." It was
a successful ad in its present form.
It will help improve your copywriting skills to take
an exclusive look and go behind the scenes with me.
(Of course, this is done with our subscriber's
permission.)
I'll reveal exactly why and how I created a new
headline approach. I'll also comment on the client's
headline.
Here is the original headline submitted by our
Success Margin subscriber.
"Save money with the amazing Mobal GSM World
Phone that works in over 150 countries!"
In my view, this is a reasonably strong headline.
However, I don't like a few aspects of it. These
include:
"Mobal GSM World Phone" is of course the name
of the product. All products names are usually "me"
messages for the manufacturer. My experience in
numerous tests revealed that benefits almost always
produce greater response than products. So I almost
never use the name of the product unless it includes
a benefit.
"Over 150 Countries" is too vague. I like a specific
number, e.g., 153, which is more credible and
believable.
Here is my new headline:
"Are You Sick and Tired of Getting Ripped Off By
the Outrageous Costs of International Telephone
Calls?"
It's vital to use as much emotion and intensity in the
copy. Especially the headline.
Look at the ideal use of emotional words and
phrases:
"Sick and Tired"
"Ripped Off"
"Outrageous Costs"
Notice how many of the human emotions we all feel
while traveling are explained in my 17-word
headline.
Adding emotional intensity improves the sales pull
of your copy. Remember this. All of us buy
everything we purchase for emotional, not logical
reasons.
My Dear Reader, I'd appreciate it if you would keep
me posted on your results. I'd love to hear
your success story as you use more emotional
power in your copy.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
brochure or subject line all that important?
You bet it is! Even a single word can often make a
dramatic difference in response.
Sometimes the right headline can increase response
200 to 300%. Sometimes the wrong word can slash
response by 75% or more.
In my experience, creating an entirely new headline
completely can multiply your sales by as much as 5
times, or 500%. Is it worth testing? What do you
think? I can tell you that I never run advertising
without a headline test.
** You are just 17 words away from a million
dollar fortune! **
You may think that in order to get your full
attention I'm exaggerating the case for creating a
strong headline.
But please be aware of these facts.
I'm going to describe what a few words have done
to catapult others to multi-millionaire status.
A few examples:
Five Magic Words by best-selling author, Robert
Allen, earned him a multi-million dollar fortune and
started a whole industry. The words:
"No Money Down Real Estate"
Ten Magic Words by entrepreneur, Jeff Paul, have
earned him millions. The words:
"How to Make a Fortune at Home in Your
Underwear"
Three Magic Words for a product helped young
internet millionaire, Yanik Silver, earn a fortune.
The words:
"Instant Sales Letters"
Two Magic Words by Bill Meyers have earned him
millions. The words:
"Unfair Advantage"
Seven Magic Words have helped Bill Bonner of
Agora Publishing build a 350 million dollar
company. The words:
"Best Places in the World to Retire"
The Company Corporation, one of the companies I
formed, has become the largest incorporator in the
world. A hugely successful headline responsible for
millions in profits is this:
"Incorporate on the Phone in 7 Minutes or Less"
** Don't miss the opportunities a strong headline
gives you **
In my view, most often copywriters do not put forth
nearly enough effort on headlines.
I consider the headline crucial in all media. This
includes online and offline media, e-mail, postcards,
sales letters and space ads. I won't even run the copy
at all unless I'm satisfied with the headline.
I write as many as 200-250 headlines before I settle
on the one I choose. It's the very first thing I create
before I write a single word of copy.
Recently you may recall I rewrote the ad for the
winner of my "Improve Your Ad Challenge." It was
a successful ad in its present form.
It will help improve your copywriting skills to take
an exclusive look and go behind the scenes with me.
(Of course, this is done with our subscriber's
permission.)
I'll reveal exactly why and how I created a new
headline approach. I'll also comment on the client's
headline.
Here is the original headline submitted by our
Success Margin subscriber.
"Save money with the amazing Mobal GSM World
Phone that works in over 150 countries!"
In my view, this is a reasonably strong headline.
However, I don't like a few aspects of it. These
include:
"Mobal GSM World Phone" is of course the name
of the product. All products names are usually "me"
messages for the manufacturer. My experience in
numerous tests revealed that benefits almost always
produce greater response than products. So I almost
never use the name of the product unless it includes
a benefit.
"Over 150 Countries" is too vague. I like a specific
number, e.g., 153, which is more credible and
believable.
Here is my new headline:
"Are You Sick and Tired of Getting Ripped Off By
the Outrageous Costs of International Telephone
Calls?"
It's vital to use as much emotion and intensity in the
copy. Especially the headline.
Look at the ideal use of emotional words and
phrases:
"Sick and Tired"
"Ripped Off"
"Outrageous Costs"
Notice how many of the human emotions we all feel
while traveling are explained in my 17-word
headline.
Adding emotional intensity improves the sales pull
of your copy. Remember this. All of us buy
everything we purchase for emotional, not logical
reasons.
My Dear Reader, I'd appreciate it if you would keep
me posted on your results. I'd love to hear
your success story as you use more emotional
power in your copy.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
Wednesday 17 February 2010
Weeding Out The Prospect
You're probably entirely sane, but my mind works so oddly that sometimes I think I should seek psychiatric help.
I don't so much have a train of thought as a sort of demented relay race.
Here's an example.
Did you ever hear the nauseating broadcast by that world-class creep Alec Baldwin, who decided it was appropriateapologise to all America for being a thoroughly unpleasant bully to his 10-year old daughter?
Like many actors, I guess he's marooned so far up his own derriere that it would take an entire search party to find the real him, but I suppose some oily PR person suggested this nasty little stunt, which can hardly have reassured the poor girl.
Of course that is VERY bad advice, as lots of people who had never heard the phone call in question now have.
What has that to do with our business, you may reasonably ask; but a few years ago I tried to define why I thought anybody with any sense would think direct marketing a good idea.
I came up with three reasons:
1. Why speak to everybody when you only need to speak to somebody?
2. Why guess when you can know?
3. Why not spend your money where it does most good?
Baldwin's pathetic behaviour called the first reason to mind. His daughter was the one he owed the apology to - but maybe he found it easier to act the whole thing out in front of his no longer quite so adoring public.
Anyhow, that reminded me of Claude Hopkins' maxim:
"Your message should single out your prospect like a bell-boy paging a man in a crowded hotel lobby."
Which in turn came to mind when I saw a poster on a metro tram in Manchester.
It was for BUPA.
"Are you made of the right stuff" it said, showing a dummy made of newspaper in front of a lot of modern buildings. Then there was a paragraph of copy.
I thought it was rather an odd way to suggest I go and have a check up, then I actually read the copy. It was nothing to do with check-ups at all.
They were looking for staff. And boy, were they throwing money around in the attempt. In that one tram car alone there were four of those posters. Multiply that by the number of tram cars they were on - and wow!
They'd probably get better results handing out leaflets outside their health centre.
Suppose you're looking for a job. What possible chance is there that you'd think that's what BUPA was offering?
Now I'm not going to ramble on too long about my little £19 ad on Gumtree that got me 82 replies (click here to see it) and one superb PA (who also has a talent for copy, by the way) but really.
Spend 90% of the time you spend on any message considering how you single out the prospect.
Here's another prime example of how not to do it.
The campaign of which this is part is appearing all over the place. It is what they call "who gives a s**t" advertising.
If I were a client of St. James's Place I would be giving my position serious thought. If this is what they're doing with their money, what will they do with mine?
No doubt the people who sold it to the client came out with a lot of pretentious tripe about building a brand - but Raymond Rubicam put it: "The only purpose of advertising is to sell. It has no other justification worth mentioning."
By the way, the technical term for this kind of advertising may come in handy one day, so I'll give it to you. It is called creative masturbation. Less polite people use another word that rhymes with banking - highly appropriate when you look at most banks' ads.
By contrast, here's one of my favourite examples of going straight for the prospect and making a clear promise:
"If you have piles and you have a dollar
Give me your dollar and I'll get rid of your piles
Or you can keep your dollar and keep your piles".
With which tasteful work of art I will leave you for today.
Best,
Drayton
P.S. This is number 37 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
I don't so much have a train of thought as a sort of demented relay race.
Here's an example.
Did you ever hear the nauseating broadcast by that world-class creep Alec Baldwin, who decided it was appropriateapologise to all America for being a thoroughly unpleasant bully to his 10-year old daughter?
Like many actors, I guess he's marooned so far up his own derriere that it would take an entire search party to find the real him, but I suppose some oily PR person suggested this nasty little stunt, which can hardly have reassured the poor girl.
Of course that is VERY bad advice, as lots of people who had never heard the phone call in question now have.
What has that to do with our business, you may reasonably ask; but a few years ago I tried to define why I thought anybody with any sense would think direct marketing a good idea.
I came up with three reasons:
1. Why speak to everybody when you only need to speak to somebody?
2. Why guess when you can know?
3. Why not spend your money where it does most good?
Baldwin's pathetic behaviour called the first reason to mind. His daughter was the one he owed the apology to - but maybe he found it easier to act the whole thing out in front of his no longer quite so adoring public.
Anyhow, that reminded me of Claude Hopkins' maxim:
"Your message should single out your prospect like a bell-boy paging a man in a crowded hotel lobby."
Which in turn came to mind when I saw a poster on a metro tram in Manchester.
It was for BUPA.
"Are you made of the right stuff" it said, showing a dummy made of newspaper in front of a lot of modern buildings. Then there was a paragraph of copy.
I thought it was rather an odd way to suggest I go and have a check up, then I actually read the copy. It was nothing to do with check-ups at all.
They were looking for staff. And boy, were they throwing money around in the attempt. In that one tram car alone there were four of those posters. Multiply that by the number of tram cars they were on - and wow!
They'd probably get better results handing out leaflets outside their health centre.
Suppose you're looking for a job. What possible chance is there that you'd think that's what BUPA was offering?
Now I'm not going to ramble on too long about my little £19 ad on Gumtree that got me 82 replies (click here to see it) and one superb PA (who also has a talent for copy, by the way) but really.
Spend 90% of the time you spend on any message considering how you single out the prospect.
Here's another prime example of how not to do it.
The campaign of which this is part is appearing all over the place. It is what they call "who gives a s**t" advertising.
If I were a client of St. James's Place I would be giving my position serious thought. If this is what they're doing with their money, what will they do with mine?
No doubt the people who sold it to the client came out with a lot of pretentious tripe about building a brand - but Raymond Rubicam put it: "The only purpose of advertising is to sell. It has no other justification worth mentioning."
By the way, the technical term for this kind of advertising may come in handy one day, so I'll give it to you. It is called creative masturbation. Less polite people use another word that rhymes with banking - highly appropriate when you look at most banks' ads.
By contrast, here's one of my favourite examples of going straight for the prospect and making a clear promise:
"If you have piles and you have a dollar
Give me your dollar and I'll get rid of your piles
Or you can keep your dollar and keep your piles".
With which tasteful work of art I will leave you for today.
Best,
Drayton
P.S. This is number 37 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Monday 15 February 2010
Friction Free Response
Here's a quickie for you today.
Do you know that dire old joke about a man waiting for the bus who had a carrot in his ear?
A helpful passer-by said, "Excuse me, do you know there's a carrot stuck in your ear?"
The reply (in case you didn't know) was, "Sorry, I can't hear you. I've got a carrot stuck in my ear".
Ba-doom!
Sorry about that - I'll find a better joke next time.
But the reason I told it was that it's relevant, because quite a few businesses have carrots stuck in their ears, and it's costing them a fortune.
I gave you a good example not long ago - the "IDMF Team" - that hydra-headed beast that sends out e-mails - but doesn't reply.
But there are plenty more: usually people who broadcast e-mails, but also big, fat, lazy, greedy, stupid firms like AOL - which fittingly rhymes with rot in hell.
Not to mention all the people like them who ask you to fill in a questionnaire about their alleged service - then never reply to a specific comment you have, let alone tell you what the results of the survey were.
Years ago the direct marketing business was often called the direct response business. But of course, it's not a one-way affair - and those who act as though it is are being exceptionally stupid.
Always make it easy for people to respond and never send out a message where they can't.
That means, if they want to write, let them; if they want to phone, let them; if they want to e-mail, let them. And if they want to come and see you, let them.
There's an old phrase that applies: the customer is always right
Rather obvious, you may say - but many seemingly intelligent people running big organisations ignore it.
Who are the biggest culprits? Probably the banks and broadband "suppliers". True, they often allow you to reply - nowadays usually to somewhere in India.
And I feel really sorry for the poor souls who answer. They don't know Streatham from Iceland, they're given a script which makes no allowances for anything beyond the predictable, and they're being harassed to handle so many calls an hour.
Of course the consequence of all this never occurs to the supercilious "strategic planners" in Canary Wharf.
They get away with it, in the case of things like broadband because when everyone wants it, marketing doesn't matter.
But it will all come back to haunt these people as increasingly we sheep refuse to be shorn so easily.
And there are two reasons:
1. The internet, which allows people to shout their grievances to the world.
2. Competition.
You don't believe me? Well, remember when the banks only opened when it suited them.
They've come a long way - but not far enough.
Enough of this ranting!
Best,
Drayton
P.S. This is number 21 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Do you know that dire old joke about a man waiting for the bus who had a carrot in his ear?
A helpful passer-by said, "Excuse me, do you know there's a carrot stuck in your ear?"
The reply (in case you didn't know) was, "Sorry, I can't hear you. I've got a carrot stuck in my ear".
Ba-doom!
Sorry about that - I'll find a better joke next time.
But the reason I told it was that it's relevant, because quite a few businesses have carrots stuck in their ears, and it's costing them a fortune.
I gave you a good example not long ago - the "IDMF Team" - that hydra-headed beast that sends out e-mails - but doesn't reply.
But there are plenty more: usually people who broadcast e-mails, but also big, fat, lazy, greedy, stupid firms like AOL - which fittingly rhymes with rot in hell.
Not to mention all the people like them who ask you to fill in a questionnaire about their alleged service - then never reply to a specific comment you have, let alone tell you what the results of the survey were.
Years ago the direct marketing business was often called the direct response business. But of course, it's not a one-way affair - and those who act as though it is are being exceptionally stupid.
Always make it easy for people to respond and never send out a message where they can't.
That means, if they want to write, let them; if they want to phone, let them; if they want to e-mail, let them. And if they want to come and see you, let them.
There's an old phrase that applies: the customer is always right
Rather obvious, you may say - but many seemingly intelligent people running big organisations ignore it.
Who are the biggest culprits? Probably the banks and broadband "suppliers". True, they often allow you to reply - nowadays usually to somewhere in India.
And I feel really sorry for the poor souls who answer. They don't know Streatham from Iceland, they're given a script which makes no allowances for anything beyond the predictable, and they're being harassed to handle so many calls an hour.
Of course the consequence of all this never occurs to the supercilious "strategic planners" in Canary Wharf.
They get away with it, in the case of things like broadband because when everyone wants it, marketing doesn't matter.
But it will all come back to haunt these people as increasingly we sheep refuse to be shorn so easily.
And there are two reasons:
1. The internet, which allows people to shout their grievances to the world.
2. Competition.
You don't believe me? Well, remember when the banks only opened when it suited them.
They've come a long way - but not far enough.
Enough of this ranting!
Best,
Drayton
P.S. This is number 21 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Saturday 13 February 2010
A Very Useful Advertising Checklist
Do you have to judge creative work?
Bloody hard, isn't it?
So maybe you're not that amazed at some of the weird stuff that emerges.
Do you recall an old TV campaign for Barclays? It must have cost millions, and featured Samuel L. Jackson walking though the country accompanied by a most appealing pig.
Being a bit thick, I didn't see what this had to do with banking.
So I asked an audience of 1,500 salespeople if they thought it would persuade a single person to switch to Barclays. One person did. Most of the rest thought it would do nothing - or actually lose customers.
Then I asked a class of marketing students what they thought. Not one could even understand it - and even if they had, the most lucrative customers for any bank are middle-aged or older.
To be honest, I wonder if those who created or approved the ad had any idea what makes advertising persuade and sell. I imagine they just fancied the idea of meeting and working with Mr. Jackson. Or maybe they just liked pigs.
Nothing changes. Now Barclays runs guff like "the hole in the wall" and deeply embarrassing stuff about their staff outside their banks. Trying to be matey and friendly, I imagine.
What do you want from your bank? I know one Barclays customer very well. She just wishes they could be vaguely efficient from time to time. No signs of that, though.
Enough! Here is today's helpful idea.
For more years than I care to contemplate I have tried to determine what makes messages sell. Not based on my opinion, but on all the available research and testing.
So here's a checklist based on what I learned you must look for if you want to sell.
You may find using this check-list a bit of bore. But a lot less boring than stuff that flops.
Because if you want to sell, you'll find that some, perhaps many of your messages miss one or more of the points above. And if you look out for them I promise you will improve your results - perhaps so much it will surprise you.
By the way, the principles are similar, but not identical, in advertising not designed to sell immediately, which usually (but not always) has less copy. And usually (but not always) would be a damn sight better if it did try to sell immediately.
Best,
Drayton
P.S. This is number 7 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Bloody hard, isn't it?
So maybe you're not that amazed at some of the weird stuff that emerges.
Do you recall an old TV campaign for Barclays? It must have cost millions, and featured Samuel L. Jackson walking though the country accompanied by a most appealing pig.
Being a bit thick, I didn't see what this had to do with banking.
So I asked an audience of 1,500 salespeople if they thought it would persuade a single person to switch to Barclays. One person did. Most of the rest thought it would do nothing - or actually lose customers.
Then I asked a class of marketing students what they thought. Not one could even understand it - and even if they had, the most lucrative customers for any bank are middle-aged or older.
To be honest, I wonder if those who created or approved the ad had any idea what makes advertising persuade and sell. I imagine they just fancied the idea of meeting and working with Mr. Jackson. Or maybe they just liked pigs.
Nothing changes. Now Barclays runs guff like "the hole in the wall" and deeply embarrassing stuff about their staff outside their banks. Trying to be matey and friendly, I imagine.
What do you want from your bank? I know one Barclays customer very well. She just wishes they could be vaguely efficient from time to time. No signs of that, though.
Enough! Here is today's helpful idea.
For more years than I care to contemplate I have tried to determine what makes messages sell. Not based on my opinion, but on all the available research and testing.
So here's a checklist based on what I learned you must look for if you want to sell.
A quick creative checklist:
1. The opening must quickly offer or clearly imply a clear, strong benefit.
2. Is everything instantly clear. If it's funny, clever or obscure - beware.
3. Unless you give every sensible reason to buy, answer obvious questions, overcome all reasonable objections, you'll lose sales.
4. Is what you sell fully, clearly described?
5. Is the tone right? Don't be funny about serious things (eg, charity, business or money)
6. Show it to someone uninvolved, preferably a likely prospect. Ask if they understand it - and if they would buy
7. Do you prove your claim is true? Testimonials? Independent figures?
8. Do you ask firmly enough for a reply, tell people precisely what to do? Repeat your arguments at that point.
9. Is the coupon, order form or request to reply big enough, clear, simple and easy to use?
10. Read the copy aloud. Does it sound like someone talking? Good!
You may find using this check-list a bit of bore. But a lot less boring than stuff that flops.
Because if you want to sell, you'll find that some, perhaps many of your messages miss one or more of the points above. And if you look out for them I promise you will improve your results - perhaps so much it will surprise you.
By the way, the principles are similar, but not identical, in advertising not designed to sell immediately, which usually (but not always) has less copy. And usually (but not always) would be a damn sight better if it did try to sell immediately.
Best,
Drayton
P.S. This is number 7 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Thursday 11 February 2010
Why Bother to Learn Copywriting?
Why should you bother to spend your valuable
time learning the fine art of copywriting?
Here's why.
Entrepreneurs can multiply their income by 10, 15,
or even 100 times when they can write sales copy.
Plus, you can make big money as a freelancer. The
business world desperately needs copywriters. And
that goes for all media, including magazines, news-
papers, direct mail and the Internet.
There are at least a dozen good reasons to learn the
secrets of writing great copy.
** What Learning How to Write Copy
Can Do For You **
1. Earn unlimited active and passive income from
upfront fees and royalties on sales. Many of my
readers and protégés routinely earn from $150,000
to over $500,000 per year. Some superstars earn
over $1,000,000 per year.
2. Become a far more successful executive or
entrepreneur. Your leadership skills will be much
stronger as you discover how to "walk in someone
else's shoes."
3. Become able to successfully market virtually
any product or service. You can market yourself
or your own business. Or service outside clients.
Or both.
4. Improve your ability to create a powerful
Unique Selling Proposition (U.S.P.) for any company
product or service. You'll discover how to
differentiate your company or yourself, which will
result in a higher level of success.
5. Discover no less than 7 psychological "hot
buttons" that cause people to buy. Most marketers
have no clue as to more than one or two of them.
You then will increase your success by becoming
better able to predict human behavior.
6. Live a lifestyle of which others only dream.
Enjoy more personal freedom to live and work
anywhere in the world. You can write successful
sales copy from a beautiful island, a great city, a
small town, or in any country in the world that
suits you best.
7. By becoming more articulate, you will
automatically improve your negotiating skills.
This enormously valuable trait will help you in
your business and your life.
8. Improved communication skills can result in
your being able to produce a wide variety of
income-producing products. These include
books, newsletters, e-zines, articles and special
reports. You'll find it's rewarding in many ways
to earn money while you sleep.
9. As you sharpen your communication skills,
you can become a far better public speaker, a
terrific asset in any job or business. And as a
highly paid consultant.
10. Become more appealing to others. As a
copywriter, by necessity you will discover that
rare quality of being able to change places with
others. This makes you a more sensitive, likable
person.
11. To succeed in business, you must learn to
sell effectively and without pressure. You will
master the dying art of effective salesmanship.
Successful copy is salesmanship in print.
12. You’ll become a far better judge of other
copywriters you may wish to hire or be
responsible to manage.
** Writers are made, not born **
Contrary to popular belief, you do not have to
be a born writer. I certainly was not.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
time learning the fine art of copywriting?
Here's why.
Entrepreneurs can multiply their income by 10, 15,
or even 100 times when they can write sales copy.
Plus, you can make big money as a freelancer. The
business world desperately needs copywriters. And
that goes for all media, including magazines, news-
papers, direct mail and the Internet.
There are at least a dozen good reasons to learn the
secrets of writing great copy.
** What Learning How to Write Copy
Can Do For You **
1. Earn unlimited active and passive income from
upfront fees and royalties on sales. Many of my
readers and protégés routinely earn from $150,000
to over $500,000 per year. Some superstars earn
over $1,000,000 per year.
2. Become a far more successful executive or
entrepreneur. Your leadership skills will be much
stronger as you discover how to "walk in someone
else's shoes."
3. Become able to successfully market virtually
any product or service. You can market yourself
or your own business. Or service outside clients.
Or both.
4. Improve your ability to create a powerful
Unique Selling Proposition (U.S.P.) for any company
product or service. You'll discover how to
differentiate your company or yourself, which will
result in a higher level of success.
5. Discover no less than 7 psychological "hot
buttons" that cause people to buy. Most marketers
have no clue as to more than one or two of them.
You then will increase your success by becoming
better able to predict human behavior.
6. Live a lifestyle of which others only dream.
Enjoy more personal freedom to live and work
anywhere in the world. You can write successful
sales copy from a beautiful island, a great city, a
small town, or in any country in the world that
suits you best.
7. By becoming more articulate, you will
automatically improve your negotiating skills.
This enormously valuable trait will help you in
your business and your life.
8. Improved communication skills can result in
your being able to produce a wide variety of
income-producing products. These include
books, newsletters, e-zines, articles and special
reports. You'll find it's rewarding in many ways
to earn money while you sleep.
9. As you sharpen your communication skills,
you can become a far better public speaker, a
terrific asset in any job or business. And as a
highly paid consultant.
10. Become more appealing to others. As a
copywriter, by necessity you will discover that
rare quality of being able to change places with
others. This makes you a more sensitive, likable
person.
11. To succeed in business, you must learn to
sell effectively and without pressure. You will
master the dying art of effective salesmanship.
Successful copy is salesmanship in print.
12. You’ll become a far better judge of other
copywriters you may wish to hire or be
responsible to manage.
** Writers are made, not born **
Contrary to popular belief, you do not have to
be a born writer. I certainly was not.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
Wednesday 10 February 2010
Why People Fail - In Order To Succeed, You Must First "Lose" Your Mediocrity
There has been much written, and said, about why and how people succeed. The contention being that, in order to succeed, you must learn, and then apply, the principles and techniques used by others who have gained success.
But, knowing the principles and techniques used by others who have gained success doesn't qualify a person to succeed. If it did, all of those who have read and studied the various, and many, books, booklets, plans, and programs on the subject of SUCCESS would, by virtue of their knowledge thereof, be successful.
Statistically, 98% of the people in this country never reach a level of anything more than sustained mediocrity; only 2% ever really achieve success. - WHY?
The answer is simple. - They have never "qualified" for success, because they refuse to "pay their dues."
These people (the 98%) are so wrapped-up in "protecting" and "maintaining" the level of mediocrity they have achieved that they will not risk one iota of what they have.
It's like the young boy who, at long last, got his first pair of really fine shoes.
Now, these shoes were exceptionally fine. So fine, in fact, that the boy spent many hours wiping and shining them - while keeping them safe from scuffs, neatly wrapped in paper, in their box under his bed.
A number of opportunities presented themselves for the boy to wear the shoes, but he chose to safe-guard them and wore his older shoes instead. After all, if he wore them, he would run the risk of scuffing them or dulling their glittering shine.
When the day finally arrived, when the occasion was most important, the boy learned, to his disappointment, that his feet had grown and the shoes no longer fit him. (I gave that pair of shoes to a more needy neighbor - and, from that day forward, I have never again been afraid to lose anything.)
Unfortunately, most people are like that boy. - They read all of the books, booklets, plans, and programs about the principles and techniques used by others to gain success. As the boy did with the shoes, they let the opportunities to use what they have learned pass them by - or, they make a half-hearted start, but never continue past their first small and futile attempts.
Why do they hold back? - Because they fear losing what little they have. They "protect" their meager and mediocre position so well that they never lose it.
At retirement age, those people look back with pride at the fact that they have ventured little and lost nothing. But, not unlike the boy and his shoes, they learn, to their disappointment, that that which they protected so well will not sustain them after their retirement and they are forced to seek aid and assistance from their government, family and friends.
Those people have never "qualified" for anything better, because they have never "paid their dues."
If you haven't, yet, gained success, look around you. What are you protecting? If you lost it all tomorrow, would you really lose anything of great value?
People fail, not because they cannot succeed, but because they are unwilling to risk what they have. They "protect" their mediocrity until it is all they have left.
The struggle to achieve success is not unlike any great battle in any war. The victorious army is always the one that gives-up the position it has won in order to advance against a better, more advantageous position. Only the losing army stands and defends a mediocre position.
A young Lieutenant once asked a wise General, "Why should we try so hard to reach a position at the top of the hill? As we charge up the hill, our enemies will surely take the positions behind us, and we will lose what we have gained; even if we take the hill."
The General, a very wise man, replied, "Yes - but, it is much easier to charge down-hill. When we have taken the higher position, we will charge back down the hill and recover all that we have lost. Then, we will charge down the other side of the hill."
The people who make up the 2% that achieve success are forever charging up the hill - losing all behind them - and then charging back down the hill, on both sides, to regain anything they may have lost and achieve even more success.
Not unlike the losing army, most people will never succeed, because it would mean that they would have to give-up the mediocre position they have protected for so long.
In order to succeed, you must first "lose" your mediocrity. - Success doesn't happen any other way.
Keep well,
J.F. (Jim) STRAW
You CAN Be A Millionaire In One-Year Or Less!
But, knowing the principles and techniques used by others who have gained success doesn't qualify a person to succeed. If it did, all of those who have read and studied the various, and many, books, booklets, plans, and programs on the subject of SUCCESS would, by virtue of their knowledge thereof, be successful.
Statistically, 98% of the people in this country never reach a level of anything more than sustained mediocrity; only 2% ever really achieve success. - WHY?
The answer is simple. - They have never "qualified" for success, because they refuse to "pay their dues."
These people (the 98%) are so wrapped-up in "protecting" and "maintaining" the level of mediocrity they have achieved that they will not risk one iota of what they have.
It's like the young boy who, at long last, got his first pair of really fine shoes.
Now, these shoes were exceptionally fine. So fine, in fact, that the boy spent many hours wiping and shining them - while keeping them safe from scuffs, neatly wrapped in paper, in their box under his bed.
A number of opportunities presented themselves for the boy to wear the shoes, but he chose to safe-guard them and wore his older shoes instead. After all, if he wore them, he would run the risk of scuffing them or dulling their glittering shine.
When the day finally arrived, when the occasion was most important, the boy learned, to his disappointment, that his feet had grown and the shoes no longer fit him. (I gave that pair of shoes to a more needy neighbor - and, from that day forward, I have never again been afraid to lose anything.)
Unfortunately, most people are like that boy. - They read all of the books, booklets, plans, and programs about the principles and techniques used by others to gain success. As the boy did with the shoes, they let the opportunities to use what they have learned pass them by - or, they make a half-hearted start, but never continue past their first small and futile attempts.
Why do they hold back? - Because they fear losing what little they have. They "protect" their meager and mediocre position so well that they never lose it.
At retirement age, those people look back with pride at the fact that they have ventured little and lost nothing. But, not unlike the boy and his shoes, they learn, to their disappointment, that that which they protected so well will not sustain them after their retirement and they are forced to seek aid and assistance from their government, family and friends.
Those people have never "qualified" for anything better, because they have never "paid their dues."
If you haven't, yet, gained success, look around you. What are you protecting? If you lost it all tomorrow, would you really lose anything of great value?
People fail, not because they cannot succeed, but because they are unwilling to risk what they have. They "protect" their mediocrity until it is all they have left.
The struggle to achieve success is not unlike any great battle in any war. The victorious army is always the one that gives-up the position it has won in order to advance against a better, more advantageous position. Only the losing army stands and defends a mediocre position.
A young Lieutenant once asked a wise General, "Why should we try so hard to reach a position at the top of the hill? As we charge up the hill, our enemies will surely take the positions behind us, and we will lose what we have gained; even if we take the hill."
The General, a very wise man, replied, "Yes - but, it is much easier to charge down-hill. When we have taken the higher position, we will charge back down the hill and recover all that we have lost. Then, we will charge down the other side of the hill."
The people who make up the 2% that achieve success are forever charging up the hill - losing all behind them - and then charging back down the hill, on both sides, to regain anything they may have lost and achieve even more success.
Not unlike the losing army, most people will never succeed, because it would mean that they would have to give-up the mediocre position they have protected for so long.
In order to succeed, you must first "lose" your mediocrity. - Success doesn't happen any other way.
Keep well,
J.F. (Jim) STRAW
You CAN Be A Millionaire In One-Year Or Less!
You CAN Be A Millionaire In One-Year Or Less!
Tuesday 9 February 2010
Who Is Your Customer? Are You Sure?
Here's a couple of ways marketers often work to understand their customers. I bet you've come across them at seminars or in marketing magazines.
1. They segment them, using pretentious phrases, like "upwardly mobile" or creative language their research people have dreamt up so as to charge more - like dividing them up into different kinds of fruit or animals.
2. Sometimes they say "picture your customers - what they like or don't - then you can see them as human beings."
Well, in a minute I'll tell you a story one of my friends, Denny Hatch - among the smartest people I ever met - just told.
But first, let's play a little game.
1. Try to picture a group of prospects
2. Men aged 55-65 years
3. What do they look like?
4. What are their interests and hobbies?
Now follow this link and see who they are
Surprised? It's a way of pointing out that your customers are individuals, not types, which is why direct marketing is more relevant, by far, than mass advertising.
Peter Drucker said the aim of marketing is "To know and understand the customer so well that the product fits him and sells itself."
Only direct marketing can do that.
Today's point is: Know your customers as individuals - not types
Here's my friend Denny Hatch's story, which illustrates it wonderfully. (And I recommend you join his site, at www.businesscommonsense.com)
Wal-mart is dumping its 200 million customers into three silos:
There are "brand aspirationals" (people with low incomes who are obsessed with names like KitchenAid), "price-sensitive affluents" (wealthier shoppers who love deals), and "value-price shoppers" (who like low prices and cannot afford much more).
Will Wal-Mart's investment-in the new strategy of stocking and advertising new lines of upmarket merchandise-win it a larger share of market and share of wallet?
My bet is that doing it the old way is better.
A Bang & Olufsen Story
At some point in the 1970s, when we were living in Connecticut, I sold the screen rights to a novel and blew some of the money on a gorgeous Bang & Olufsen (B&O) stereo rig-the one that was in the Museum of Modern Art's permanent collection.
(Let me add that I wrote and had published three novels; all garnered a number of movie options over the years, but no film was ever made, alas.)
Many years later, I heard or read a story-somewhere-about B&O that resonated in my head. It seems that for years this Danish high-tech electronic company was operating on the premise that its products were being bought by upscale yuppies in the 25- to 40-year-old age group in the income range of $30,000 to $50,000.
Somewhere along the way, the company inserted warranty cards with survey forms in its packaging. A number of these were returned and promptly sent to headquarters where they were consigned to shoeboxes in a storage room.
Several years later, a new marketing person came across these surveys and, on a whim, sent them into one of the big direct marketing service bureaus to find out some information about the people that had filled them out. While many of the forms were out-of-date-people move, die, get married, etc.-enough matches were found to give B&O a picture of its customers.
It turned out that a huge majority of the ultra sleek Bang & Olufsen radios, turntables, tape decks and speakers were being bought by people that were 50+ years of age with $100,000+ incomes.
As a result, the company fired many of its distributors (including the guy around the corner from us in Philly), opened its own stores in malls and upscale shopping centers that matched the demographics of its buyers, and completely redirected its advertising to reach older, wealthier prospects.
Meanwhile, how much money did B&O leave on the table worldwide over the years with its old cockamamie "gut" approach to marketing that assumed its customers were yuppies when in fact they were not?
Never assume anything in business, as the old saying goes, because when we "assume" we make an "ass" out of "u" and "me."
So who are YOUR Customers? The Catalog Model.
I cannot think of any industry that is more in tune with its customers than catalogers. Using the RFM benchmark (Recency-Frequency-Monetary Value), they know the purchasing history of their customers and can rank them in quintiles or deciles.
A Seattle marketing guru once told a cataloger whose business was struggling, "You want to make money this quarter? Don't mail your bottom quintile."
In other words, the cataloger would spend more money on the mailing than he would take in from these poor-performing customers. Therefore, the money saved by not mailing would go directly to the bottom line.
Quite simply, a smart cataloger will mail the best customers a lot more often than the worst customers.
Ranking customers is only part of the catalogers' bag of marketing tricks:
* They have a record of every transaction, customer-by-customer, purchase-by-purchase. These data are aggregated so that the catalog marketer has an electronic dossier on every customer and-from the merchandise that has been shipped-can discern behavioral patterns: sports enthusiast, presence of children, loves high-tech gadgets, dresses casually, etc.
* Some catalogers go so far as to employ the technology of selective binding, tailoring each catalog to the buying history to specific customers and not wasting time on irrelevant offers.
* With the advent of co-operative databases, a cataloger's entire customer file can be modeled and matched against those of a thousand or more other catalogs in order to find new customers. He can then rent these "clones" of his existing customers and get far better results than blowing a buck on a book mailing to perfect strangers.
This is database marketing at is most elegant, efficient and profitable.
Can Other Businesses Benefit From the Catalog Model?
Having been the president and editor of Target Marketing for several years, I know something about trade magazines. Here is where they derive revenue:
* Print editions of the magazine as well as on the Web-bring advertising revenue.
* Paid subscriptions to magazines by those that do not qualify to receive them free (usually small revenues if any).
* Other Web products-also paid for by advertising-such as e-letters and e-zines.
* Trade shows and conferences that generate revenue from paid attendees and exhibitors.
* Paid products such as books, special reports and white papers.
* List rental income, which is free money. A 100,000 list at $100/M results in $10,000 revenue simply for flipping a switch on the computer and delivering names electronically or, occasionally, on printed labels. Rent the list once a week-or 50 "turns" a year-and you have made a tidy $500,000 for basically doing nothing.
At many publishing companies, these various products and services are run by different departments that do not share with one another the information about the subscribers and customers, but rather keep all the names and transactions in separate databases.
Every time a new company is acquired, another series of databases is added to the mix.
The trouble is that many of the names are often duplicated in these different databases.
What Is a Customer Worth?
The late circulation guru J. Wendell Forbes came up with a formula that can put a snapshot dollar value on a customer:
Take the total revenue of the publication-subscription and advertising revenue plus additional paid products and list rental-and divide by the number of subscribers.
That would mean in a company with a revenue of $10 million and has 100,000 subscribers, each subscriber would be worth $100 at this moment in this year.
Logic dictates that a subscriber to a magazine that also has bought two books and a white paper, subscribed to an e-letter and has attended four conferences is worth more far more than $100. The lifetime value might be $1,000. This active customer is a prime candidate for up-selling and cross-selling and the name should be worth more on the list rental market-just as hotline names go for a premium.
The reader of the magazine that bought nothing or attended nothing is probably worth less than $100.
But taking the $100 average, is it worth it to spend an extra buck or two a name every year with a company that specializes in data processing and analysis to find out who is gold and who is dross?
It seems to me a no-brainer. If nothing else you can:
* Charge more for list rentals of multi-buyers.
* Know the behavior and interests of your customers, which, in turn, will guide you in the creation of new products and services.
* Acquire companies that have real synergy-in effect, make 2+2=5 or even 6 or 7.
* If a customer moves elsewhere in the company-or gets another job somewhere else-the change might be noted in one of the databases, but marketers using the other databases will keep on trying to contact this departed person and will not only look stupid but will also waste money.
But some publishers-and executives in other industries-seem reluctant to spend the money for the creation of one large database that details the actions and involvement of each customer across the entire spectrum of the company. The ROI might take a year or two when American business wants instant gratification.
It seems to me this concept of finding out specifically who each customer is cuts across the entire spectrum of business and consumer marketing.
It may cost a few bucks to put the system in place, but once it is up and running, you know who your best customers and worst customers are and how to most efficiently spend time and money marketing to those segments that generate the most sales and profits.
Will Wal-Mart's New System Work?
Of the three groups of customers that Wal-Mart identified, the "price-sensitive affluents" (wealthier shoppers who love deals) seem to be the main target of its efforts-those that want a deal on, say, 500-thread count sheets.
If Wal-Mart installs a separate boutique within he store that stocks designer merchandise at big savings, it might attract wealthy bargain hunters that are not regular customers. But if these 500-thread count sheets are stocked with all the other sheets and people have to spend time searching for a specific advertised product among hundreds of shelves and many thousands of items, my bet is they will try it once and not come back.
Compared to the detail and precision of customer analysis by catalogers, Wal-Mart is in the dark ages.
It is an interesting experiment and worth watching.
Best,
Drayton
P.S. This is number 7 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
1. They segment them, using pretentious phrases, like "upwardly mobile" or creative language their research people have dreamt up so as to charge more - like dividing them up into different kinds of fruit or animals.
2. Sometimes they say "picture your customers - what they like or don't - then you can see them as human beings."
Well, in a minute I'll tell you a story one of my friends, Denny Hatch - among the smartest people I ever met - just told.
But first, let's play a little game.
1. Try to picture a group of prospects
2. Men aged 55-65 years
3. What do they look like?
4. What are their interests and hobbies?
Now follow this link and see who they are
Surprised? It's a way of pointing out that your customers are individuals, not types, which is why direct marketing is more relevant, by far, than mass advertising.
Peter Drucker said the aim of marketing is "To know and understand the customer so well that the product fits him and sells itself."
Only direct marketing can do that.
Today's point is: Know your customers as individuals - not types
Here's my friend Denny Hatch's story, which illustrates it wonderfully. (And I recommend you join his site, at www.businesscommonsense.com)
Wal-mart is dumping its 200 million customers into three silos:
There are "brand aspirationals" (people with low incomes who are obsessed with names like KitchenAid), "price-sensitive affluents" (wealthier shoppers who love deals), and "value-price shoppers" (who like low prices and cannot afford much more).
Will Wal-Mart's investment-in the new strategy of stocking and advertising new lines of upmarket merchandise-win it a larger share of market and share of wallet?
My bet is that doing it the old way is better.
A Bang & Olufsen Story
At some point in the 1970s, when we were living in Connecticut, I sold the screen rights to a novel and blew some of the money on a gorgeous Bang & Olufsen (B&O) stereo rig-the one that was in the Museum of Modern Art's permanent collection.
(Let me add that I wrote and had published three novels; all garnered a number of movie options over the years, but no film was ever made, alas.)
Many years later, I heard or read a story-somewhere-about B&O that resonated in my head. It seems that for years this Danish high-tech electronic company was operating on the premise that its products were being bought by upscale yuppies in the 25- to 40-year-old age group in the income range of $30,000 to $50,000.
Somewhere along the way, the company inserted warranty cards with survey forms in its packaging. A number of these were returned and promptly sent to headquarters where they were consigned to shoeboxes in a storage room.
Several years later, a new marketing person came across these surveys and, on a whim, sent them into one of the big direct marketing service bureaus to find out some information about the people that had filled them out. While many of the forms were out-of-date-people move, die, get married, etc.-enough matches were found to give B&O a picture of its customers.
It turned out that a huge majority of the ultra sleek Bang & Olufsen radios, turntables, tape decks and speakers were being bought by people that were 50+ years of age with $100,000+ incomes.
As a result, the company fired many of its distributors (including the guy around the corner from us in Philly), opened its own stores in malls and upscale shopping centers that matched the demographics of its buyers, and completely redirected its advertising to reach older, wealthier prospects.
Meanwhile, how much money did B&O leave on the table worldwide over the years with its old cockamamie "gut" approach to marketing that assumed its customers were yuppies when in fact they were not?
Never assume anything in business, as the old saying goes, because when we "assume" we make an "ass" out of "u" and "me."
So who are YOUR Customers? The Catalog Model.
I cannot think of any industry that is more in tune with its customers than catalogers. Using the RFM benchmark (Recency-Frequency-Monetary Value), they know the purchasing history of their customers and can rank them in quintiles or deciles.
A Seattle marketing guru once told a cataloger whose business was struggling, "You want to make money this quarter? Don't mail your bottom quintile."
In other words, the cataloger would spend more money on the mailing than he would take in from these poor-performing customers. Therefore, the money saved by not mailing would go directly to the bottom line.
Quite simply, a smart cataloger will mail the best customers a lot more often than the worst customers.
Ranking customers is only part of the catalogers' bag of marketing tricks:
* They have a record of every transaction, customer-by-customer, purchase-by-purchase. These data are aggregated so that the catalog marketer has an electronic dossier on every customer and-from the merchandise that has been shipped-can discern behavioral patterns: sports enthusiast, presence of children, loves high-tech gadgets, dresses casually, etc.
* Some catalogers go so far as to employ the technology of selective binding, tailoring each catalog to the buying history to specific customers and not wasting time on irrelevant offers.
* With the advent of co-operative databases, a cataloger's entire customer file can be modeled and matched against those of a thousand or more other catalogs in order to find new customers. He can then rent these "clones" of his existing customers and get far better results than blowing a buck on a book mailing to perfect strangers.
This is database marketing at is most elegant, efficient and profitable.
Can Other Businesses Benefit From the Catalog Model?
Having been the president and editor of Target Marketing for several years, I know something about trade magazines. Here is where they derive revenue:
* Print editions of the magazine as well as on the Web-bring advertising revenue.
* Paid subscriptions to magazines by those that do not qualify to receive them free (usually small revenues if any).
* Other Web products-also paid for by advertising-such as e-letters and e-zines.
* Trade shows and conferences that generate revenue from paid attendees and exhibitors.
* Paid products such as books, special reports and white papers.
* List rental income, which is free money. A 100,000 list at $100/M results in $10,000 revenue simply for flipping a switch on the computer and delivering names electronically or, occasionally, on printed labels. Rent the list once a week-or 50 "turns" a year-and you have made a tidy $500,000 for basically doing nothing.
At many publishing companies, these various products and services are run by different departments that do not share with one another the information about the subscribers and customers, but rather keep all the names and transactions in separate databases.
Every time a new company is acquired, another series of databases is added to the mix.
The trouble is that many of the names are often duplicated in these different databases.
What Is a Customer Worth?
The late circulation guru J. Wendell Forbes came up with a formula that can put a snapshot dollar value on a customer:
Take the total revenue of the publication-subscription and advertising revenue plus additional paid products and list rental-and divide by the number of subscribers.
That would mean in a company with a revenue of $10 million and has 100,000 subscribers, each subscriber would be worth $100 at this moment in this year.
Logic dictates that a subscriber to a magazine that also has bought two books and a white paper, subscribed to an e-letter and has attended four conferences is worth more far more than $100. The lifetime value might be $1,000. This active customer is a prime candidate for up-selling and cross-selling and the name should be worth more on the list rental market-just as hotline names go for a premium.
The reader of the magazine that bought nothing or attended nothing is probably worth less than $100.
But taking the $100 average, is it worth it to spend an extra buck or two a name every year with a company that specializes in data processing and analysis to find out who is gold and who is dross?
It seems to me a no-brainer. If nothing else you can:
* Charge more for list rentals of multi-buyers.
* Know the behavior and interests of your customers, which, in turn, will guide you in the creation of new products and services.
* Acquire companies that have real synergy-in effect, make 2+2=5 or even 6 or 7.
* If a customer moves elsewhere in the company-or gets another job somewhere else-the change might be noted in one of the databases, but marketers using the other databases will keep on trying to contact this departed person and will not only look stupid but will also waste money.
But some publishers-and executives in other industries-seem reluctant to spend the money for the creation of one large database that details the actions and involvement of each customer across the entire spectrum of the company. The ROI might take a year or two when American business wants instant gratification.
It seems to me this concept of finding out specifically who each customer is cuts across the entire spectrum of business and consumer marketing.
It may cost a few bucks to put the system in place, but once it is up and running, you know who your best customers and worst customers are and how to most efficiently spend time and money marketing to those segments that generate the most sales and profits.
Will Wal-Mart's New System Work?
Of the three groups of customers that Wal-Mart identified, the "price-sensitive affluents" (wealthier shoppers who love deals) seem to be the main target of its efforts-those that want a deal on, say, 500-thread count sheets.
If Wal-Mart installs a separate boutique within he store that stocks designer merchandise at big savings, it might attract wealthy bargain hunters that are not regular customers. But if these 500-thread count sheets are stocked with all the other sheets and people have to spend time searching for a specific advertised product among hundreds of shelves and many thousands of items, my bet is they will try it once and not come back.
Compared to the detail and precision of customer analysis by catalogers, Wal-Mart is in the dark ages.
It is an interesting experiment and worth watching.
Best,
Drayton
P.S. This is number 7 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Monday 8 February 2010
The Top Seven Marketing Mistakes
In my view, nearly all government statistics about
reasons for business failures are nonsense.
Undercapitalization, inexperience, or poor management
are usually blamed for all business disasters.
Of course, there can be one or several more causes
that result in a business going "belly up."
However, from what I've seen, marketing mistakes are by
far the primary reason businesses do not survive. This
includes companies which consider themselves direct
marketers as well as those who do not.
Here are the seven most common marketing mistakes:
1. Management treats marketing as a business expense or
simply a department rather than a necessary business
investment.
Solution: Marketing should be treated as the driving
force of any company. It is the only function that
brings in cash. The other major functions in a company
are necessary. But they all spend cash. This includes
the primary business departments of finance, production
and research.
To market any product or service successfully, the
company must do two things:
A. Provide marketing with sufficient resources
B. Put marketing at the heart of its business strategy
The whole company should be focused on the needs and
wants of customers and be prepared to satisfy their
demands.
Marketing must be part of the philosophy of all
entrepreneurs and managers.
2. Management does not know specifically what it costs
to recruit a new customer. Plus, there are no accurate
statistics on the average customer lifetime value.
Without this knowledge, it is impossible to make sound
decisions. You cannot determine how much to invest in
marketing. If you spend more to gain a customer than
their lifetime value, ultimately you will go broke.
In the absence of this information, many businesses can
and often do fail. To make matters worse, few of the
casualties understand why they failed.
Solution: Before you invest large sums on marketing,
determine the average lifetime value of a customer.
An excellent book that I highly recommend on this topic
is The Loyalty Factor by Frederick Reicheld.
3. Management makes no attempt to build a customer
database. This is especially so with most retailers,
restauranteurs and department store owners. However,
I've seen this in many other businesses.
Solution: A company's database of customers is
potentially its biggest asset. It's much more valuable
than equipment, inventory, etc. This is not only true
of companies that utilize mail order or Internet marketing.
Every single company that wants to survive and prosper
needs to build a database.
4. The company does not communicate often enough with its
customers. The result is lower sales and profits than are
otherwise possible.
Solution: Contact your customers a minimum of once a month.
When I started my first business at age 21, I too made many
mistakes. The business somehow survived and became a chain
of retail confectionery stores called Peterson's House of
Fudge. At first I sent my customers an offer every six
months. So I tried sending a sales letter every three
months. My business doubled. I then began mailing every
other month. My business again increased proportionately.
I wound up with the ideal and most profitable interval--
once a month.
At first I thought contacting customers every 30 days
might be too often and that customers would get turned
off.
But that didn't happen. I got great feedback as well as
higher sales. Providing your customers like, or even love,
your product or service, as they should, they want to hear
from you frequently.
This, of course, is in the context of your sending
excellent offers, excellent copy and excellent information.
Indeed, if you are not in frequent contact, your customers
will quickly begin to forget about you. Many will start
buying from your competitors.
I urge you to contact your customers at least every
30 days (occasionally with special offers a week apart
is perfectly fine too).
Your form of contact can be an e-mail, postcard, catalog,
telephone call or personal visit. I've found the most
effective method of regular contact is with a well-written
sales letter.
Rarely do I find a company of any kind which systematically
mines the real gold in any business--the customer database.
Make sure you do not make this mistake.
Making offers to your customer database is often referred
to as the "back end" in direct marketing jargon. But every
business should cash in on the huge potential of existing
customers by simply making frequent offers to them and
giving them more opportunities to do business with you.
5. Management has no method of accurately measuring the
results from its advertising investments. This is
especially so with so-called image advertising.
Solution: The way this is done is to seek a direct
response in each promotion. This can be a coupon,
telephone call or store visit. Code each promotion.
Then when an order is received or a customer visits
your establishment, you can appropriately trace it to the
particular promotion.
The coding system can be numbers or letters. If you use
the telephone you can utilize separate telephone numbers
for each advertisement. Or you can simply ask the caller
which ad or letter they are responding to.
6. As many companies begin to enjoy some early success,
many develop a disease that I call "Big-Company-Itis."
They start having endless, non-productive meetings.
They become bureaucratic. They move as slow as molasses.
Instead of continuing to insist upon a high level of employee
performance and keeping a close watch and control over costs,
management takes its foot off the brake. Costs can spiral out
of control. Employee morale can suffer. Soon the company is
in deep trouble.
Solution: The secret is to think big but operate much like
a small business. Well-managed, large organizations that
are highly successful are run more like a small
entrepreneurial business. Managers have profit center
responsibility. Their job is to help increase revenue or
reduce costs, or both. They are held accountable. They
maintain the financial controls and quick response of a lean
and mean small business.
7. Management has no systemized upselling procedure in
place to upgrade both new and existing customers to a larger
sale. Result? Lower sales volume and lower profits than
otherwise could be obtained.
Surprisingly, companies I've observed that market direct to
consumers, such as mail-order businesses, tend to be
incredibly poor at telephone communications and upselling.
Well-managed and properly trained customer service people
can add 30%-60% in added sales volume without any
increase in marketing or administrative costs. Your only
cost is the cost of goods sold. Best of all, your customers
are the beneficiaries of more value and variety for their
money. Everyone wins.
But here is where it becomes really interesting. Your gross
sales will be much higher. But your net profit will
increase by a huge multiple. I've helped companies achieve
huge increases in their net profit just by learning effective
and professional telephone techniques. It's not unusual to
increase profits as much as 5 or even 10 times!
Effective telephone communications and upselling are the
main reasons for the huge success of my own companies.
My clients for whom I conduct training of their customer
service representatives have experienced similar results.
Solution: Develop a strategy which includes the following:
A. Create an incentive compensation plan for your
customer service representatives (CSR's) based on
added sales. Depending on your profit margins, this
can be for example 5% to 10% of additional sales.
B. Run a daily special offered as an "add on" that
provides great value for the customer. For example,
you can offer a new product at half price.
C. Prepare a verbatim script on how to present the
special.
Tip: The selling price. Your special offer should not
exceed 30% of your average order. This makes the
decision to accept the special an easy one.
D. Provide your CSR's with some basic telephone
training. This should include the principles of active
listening, voice pitch, pacing, learning to present things
in a hearable way, and some gentle closing-the-sale
techniques. A big factor is learning the secrets of
boosting the sales without any pressure whatsoever.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
reasons for business failures are nonsense.
Undercapitalization, inexperience, or poor management
are usually blamed for all business disasters.
Of course, there can be one or several more causes
that result in a business going "belly up."
However, from what I've seen, marketing mistakes are by
far the primary reason businesses do not survive. This
includes companies which consider themselves direct
marketers as well as those who do not.
Here are the seven most common marketing mistakes:
1. Management treats marketing as a business expense or
simply a department rather than a necessary business
investment.
Solution: Marketing should be treated as the driving
force of any company. It is the only function that
brings in cash. The other major functions in a company
are necessary. But they all spend cash. This includes
the primary business departments of finance, production
and research.
To market any product or service successfully, the
company must do two things:
A. Provide marketing with sufficient resources
B. Put marketing at the heart of its business strategy
The whole company should be focused on the needs and
wants of customers and be prepared to satisfy their
demands.
Marketing must be part of the philosophy of all
entrepreneurs and managers.
2. Management does not know specifically what it costs
to recruit a new customer. Plus, there are no accurate
statistics on the average customer lifetime value.
Without this knowledge, it is impossible to make sound
decisions. You cannot determine how much to invest in
marketing. If you spend more to gain a customer than
their lifetime value, ultimately you will go broke.
In the absence of this information, many businesses can
and often do fail. To make matters worse, few of the
casualties understand why they failed.
Solution: Before you invest large sums on marketing,
determine the average lifetime value of a customer.
An excellent book that I highly recommend on this topic
is The Loyalty Factor by Frederick Reicheld.
3. Management makes no attempt to build a customer
database. This is especially so with most retailers,
restauranteurs and department store owners. However,
I've seen this in many other businesses.
Solution: A company's database of customers is
potentially its biggest asset. It's much more valuable
than equipment, inventory, etc. This is not only true
of companies that utilize mail order or Internet marketing.
Every single company that wants to survive and prosper
needs to build a database.
4. The company does not communicate often enough with its
customers. The result is lower sales and profits than are
otherwise possible.
Solution: Contact your customers a minimum of once a month.
When I started my first business at age 21, I too made many
mistakes. The business somehow survived and became a chain
of retail confectionery stores called Peterson's House of
Fudge. At first I sent my customers an offer every six
months. So I tried sending a sales letter every three
months. My business doubled. I then began mailing every
other month. My business again increased proportionately.
I wound up with the ideal and most profitable interval--
once a month.
At first I thought contacting customers every 30 days
might be too often and that customers would get turned
off.
But that didn't happen. I got great feedback as well as
higher sales. Providing your customers like, or even love,
your product or service, as they should, they want to hear
from you frequently.
This, of course, is in the context of your sending
excellent offers, excellent copy and excellent information.
Indeed, if you are not in frequent contact, your customers
will quickly begin to forget about you. Many will start
buying from your competitors.
I urge you to contact your customers at least every
30 days (occasionally with special offers a week apart
is perfectly fine too).
Your form of contact can be an e-mail, postcard, catalog,
telephone call or personal visit. I've found the most
effective method of regular contact is with a well-written
sales letter.
Rarely do I find a company of any kind which systematically
mines the real gold in any business--the customer database.
Make sure you do not make this mistake.
Making offers to your customer database is often referred
to as the "back end" in direct marketing jargon. But every
business should cash in on the huge potential of existing
customers by simply making frequent offers to them and
giving them more opportunities to do business with you.
5. Management has no method of accurately measuring the
results from its advertising investments. This is
especially so with so-called image advertising.
Solution: The way this is done is to seek a direct
response in each promotion. This can be a coupon,
telephone call or store visit. Code each promotion.
Then when an order is received or a customer visits
your establishment, you can appropriately trace it to the
particular promotion.
The coding system can be numbers or letters. If you use
the telephone you can utilize separate telephone numbers
for each advertisement. Or you can simply ask the caller
which ad or letter they are responding to.
6. As many companies begin to enjoy some early success,
many develop a disease that I call "Big-Company-Itis."
They start having endless, non-productive meetings.
They become bureaucratic. They move as slow as molasses.
Instead of continuing to insist upon a high level of employee
performance and keeping a close watch and control over costs,
management takes its foot off the brake. Costs can spiral out
of control. Employee morale can suffer. Soon the company is
in deep trouble.
Solution: The secret is to think big but operate much like
a small business. Well-managed, large organizations that
are highly successful are run more like a small
entrepreneurial business. Managers have profit center
responsibility. Their job is to help increase revenue or
reduce costs, or both. They are held accountable. They
maintain the financial controls and quick response of a lean
and mean small business.
7. Management has no systemized upselling procedure in
place to upgrade both new and existing customers to a larger
sale. Result? Lower sales volume and lower profits than
otherwise could be obtained.
Surprisingly, companies I've observed that market direct to
consumers, such as mail-order businesses, tend to be
incredibly poor at telephone communications and upselling.
Well-managed and properly trained customer service people
can add 30%-60% in added sales volume without any
increase in marketing or administrative costs. Your only
cost is the cost of goods sold. Best of all, your customers
are the beneficiaries of more value and variety for their
money. Everyone wins.
But here is where it becomes really interesting. Your gross
sales will be much higher. But your net profit will
increase by a huge multiple. I've helped companies achieve
huge increases in their net profit just by learning effective
and professional telephone techniques. It's not unusual to
increase profits as much as 5 or even 10 times!
Effective telephone communications and upselling are the
main reasons for the huge success of my own companies.
My clients for whom I conduct training of their customer
service representatives have experienced similar results.
Solution: Develop a strategy which includes the following:
A. Create an incentive compensation plan for your
customer service representatives (CSR's) based on
added sales. Depending on your profit margins, this
can be for example 5% to 10% of additional sales.
B. Run a daily special offered as an "add on" that
provides great value for the customer. For example,
you can offer a new product at half price.
C. Prepare a verbatim script on how to present the
special.
Tip: The selling price. Your special offer should not
exceed 30% of your average order. This makes the
decision to accept the special an easy one.
D. Provide your CSR's with some basic telephone
training. This should include the principles of active
listening, voice pitch, pacing, learning to present things
in a hearable way, and some gentle closing-the-sale
techniques. A big factor is learning the secrets of
boosting the sales without any pressure whatsoever.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
In my view, nearly all government statistics about
reasons for business failures are nonsense.
Undercapitalization, inexperience, or poor management
are usually blamed for all business disasters.
Of course, there can be one or several more causes
that result in a business going "belly up."
However, from what I've seen, marketing mistakes are by
far the primary reason businesses do not survive. This
includes companies which consider themselves direct
marketers as well as those who do not.
Here are the seven most common marketing mistakes:
1. Management treats marketing as a business expense or
simply a department rather than a necessary business
investment.
Solution: Marketing should be treated as the driving
force of any company. It is the only function that
brings in cash. The other major functions in a company
are necessary. But they all spend cash. This includes
the primary business departments of finance, production
and research.
To market any product or service successfully, the
company must do two things:
A. Provide marketing with sufficient resources
B. Put marketing at the heart of its business strategy
The whole company should be focused on the needs and
wants of customers and be prepared to satisfy their
demands.
Marketing must be part of the philosophy of all
entrepreneurs and managers.
2. Management does not know specifically what it costs
to recruit a new customer. Plus, there are no accurate
statistics on the average customer lifetime value.
Without this knowledge, it is impossible to make sound
decisions. You cannot determine how much to invest in
marketing. If you spend more to gain a customer than
their lifetime value, ultimately you will go broke.
In the absence of this information, many businesses can
and often do fail. To make matters worse, few of the
casualties understand why they failed.
Solution: Before you invest large sums on marketing,
determine the average lifetime value of a customer.
An excellent book that I highly recommend on this topic
is The Loyalty Factor by Frederick Reicheld.
3. Management makes no attempt to build a customer
database. This is especially so with most retailers,
restauranteurs and department store owners. However,
I've seen this in many other businesses.
Solution: A company's database of customers is
potentially its biggest asset. It's much more valuable
than equipment, inventory, etc. This is not only true
of companies that utilize mail order or Internet marketing.
Every single company that wants to survive and prosper
needs to build a database.
4. The company does not communicate often enough with its
customers. The result is lower sales and profits than are
otherwise possible.
Solution: Contact your customers a minimum of once a month.
When I started my first business at age 21, I too made many
mistakes. The business somehow survived and became a chain
of retail confectionery stores called Peterson's House of
Fudge. At first I sent my customers an offer every six
months. So I tried sending a sales letter every three
months. My business doubled. I then began mailing every
other month. My business again increased proportionately.
I wound up with the ideal and most profitable interval--
once a month.
At first I thought contacting customers every 30 days
might be too often and that customers would get turned
off.
But that didn't happen. I got great feedback as well as
higher sales. Providing your customers like, or even love,
your product or service, as they should, they want to hear
from you frequently.
This, of course, is in the context of your sending
excellent offers, excellent copy and excellent information.
Indeed, if you are not in frequent contact, your customers
will quickly begin to forget about you. Many will start
buying from your competitors.
I urge you to contact your customers at least every
30 days (occasionally with special offers a week apart
is perfectly fine too).
Your form of contact can be an e-mail, postcard, catalog,
telephone call or personal visit. I've found the most
effective method of regular contact is with a well-written
sales letter.
Rarely do I find a company of any kind which systematically
mines the real gold in any business--the customer database.
Make sure you do not make this mistake.
Making offers to your customer database is often referred
to as the "back end" in direct marketing jargon. But every
business should cash in on the huge potential of existing
customers by simply making frequent offers to them and
giving them more opportunities to do business with you.
5. Management has no method of accurately measuring the
results from its advertising investments. This is
especially so with so-called image advertising.
Solution: The way this is done is to seek a direct
response in each promotion. This can be a coupon,
telephone call or store visit. Code each promotion.
Then when an order is received or a customer visits
your establishment, you can appropriately trace it to the
particular promotion.
The coding system can be numbers or letters. If you use
the telephone you can utilize separate telephone numbers
for each advertisement. Or you can simply ask the caller
which ad or letter they are responding to.
6. As many companies begin to enjoy some early success,
many develop a disease that I call "Big-Company-Itis."
They start having endless, non-productive meetings.
They become bureaucratic. They move as slow as molasses.
Instead of continuing to insist upon a high level of employee
performance and keeping a close watch and control over costs,
management takes its foot off the brake. Costs can spiral out
of control. Employee morale can suffer. Soon the company is
in deep trouble.
Solution: The secret is to think big but operate much like
a small business. Well-managed, large organizations that
are highly successful are run more like a small
entrepreneurial business. Managers have profit center
responsibility. Their job is to help increase revenue or
reduce costs, or both. They are held accountable. They
maintain the financial controls and quick response of a lean
and mean small business.
7. Management has no systemized upselling procedure in
place to upgrade both new and existing customers to a larger
sale. Result? Lower sales volume and lower profits than
otherwise could be obtained.
Surprisingly, companies I've observed that market direct to
consumers, such as mail-order businesses, tend to be
incredibly poor at telephone communications and upselling.
Well-managed and properly trained customer service people
can add 30%-60% in added sales volume without any
increase in marketing or administrative costs. Your only
cost is the cost of goods sold. Best of all, your customers
are the beneficiaries of more value and variety for their
money. Everyone wins.
But here is where it becomes really interesting. Your gross
sales will be much higher. But your net profit will
increase by a huge multiple. I've helped companies achieve
huge increases in their net profit just by learning effective
and professional telephone techniques. It's not unusual to
increase profits as much as 5 or even 10 times!
Effective telephone communications and upselling are the
main reasons for the huge success of my own companies.
My clients for whom I conduct training of their customer
service representatives have experienced similar results.
Solution: Develop a strategy which includes the following:
A. Create an incentive compensation plan for your
customer service representatives (CSR's) based on
added sales. Depending on your profit margins, this
can be for example 5% to 10% of additional sales.
B. Run a daily special offered as an "add on" that
provides great value for the customer. For example,
you can offer a new product at half price.
C. Prepare a verbatim script on how to present the
special.
Tip: The selling price. Your special offer should not
exceed 30% of your average order. This makes the
decision to accept the special an easy one.
D. Provide your CSR's with some basic telephone
training. This should include the principles of active
listening, voice pitch, pacing, learning to present things
in a hearable way, and some gentle closing-the-sale
techniques. A big factor is learning the secrets of
boosting the sales without any pressure whatsoever.
reasons for business failures are nonsense.
Undercapitalization, inexperience, or poor management
are usually blamed for all business disasters.
Of course, there can be one or several more causes
that result in a business going "belly up."
However, from what I've seen, marketing mistakes are by
far the primary reason businesses do not survive. This
includes companies which consider themselves direct
marketers as well as those who do not.
Here are the seven most common marketing mistakes:
1. Management treats marketing as a business expense or
simply a department rather than a necessary business
investment.
Solution: Marketing should be treated as the driving
force of any company. It is the only function that
brings in cash. The other major functions in a company
are necessary. But they all spend cash. This includes
the primary business departments of finance, production
and research.
To market any product or service successfully, the
company must do two things:
A. Provide marketing with sufficient resources
B. Put marketing at the heart of its business strategy
The whole company should be focused on the needs and
wants of customers and be prepared to satisfy their
demands.
Marketing must be part of the philosophy of all
entrepreneurs and managers.
2. Management does not know specifically what it costs
to recruit a new customer. Plus, there are no accurate
statistics on the average customer lifetime value.
Without this knowledge, it is impossible to make sound
decisions. You cannot determine how much to invest in
marketing. If you spend more to gain a customer than
their lifetime value, ultimately you will go broke.
In the absence of this information, many businesses can
and often do fail. To make matters worse, few of the
casualties understand why they failed.
Solution: Before you invest large sums on marketing,
determine the average lifetime value of a customer.
An excellent book that I highly recommend on this topic
is The Loyalty Factor by Frederick Reicheld.
3. Management makes no attempt to build a customer
database. This is especially so with most retailers,
restauranteurs and department store owners. However,
I've seen this in many other businesses.
Solution: A company's database of customers is
potentially its biggest asset. It's much more valuable
than equipment, inventory, etc. This is not only true
of companies that utilize mail order or Internet marketing.
Every single company that wants to survive and prosper
needs to build a database.
4. The company does not communicate often enough with its
customers. The result is lower sales and profits than are
otherwise possible.
Solution: Contact your customers a minimum of once a month.
When I started my first business at age 21, I too made many
mistakes. The business somehow survived and became a chain
of retail confectionery stores called Peterson's House of
Fudge. At first I sent my customers an offer every six
months. So I tried sending a sales letter every three
months. My business doubled. I then began mailing every
other month. My business again increased proportionately.
I wound up with the ideal and most profitable interval--
once a month.
At first I thought contacting customers every 30 days
might be too often and that customers would get turned
off.
But that didn't happen. I got great feedback as well as
higher sales. Providing your customers like, or even love,
your product or service, as they should, they want to hear
from you frequently.
This, of course, is in the context of your sending
excellent offers, excellent copy and excellent information.
Indeed, if you are not in frequent contact, your customers
will quickly begin to forget about you. Many will start
buying from your competitors.
I urge you to contact your customers at least every
30 days (occasionally with special offers a week apart
is perfectly fine too).
Your form of contact can be an e-mail, postcard, catalog,
telephone call or personal visit. I've found the most
effective method of regular contact is with a well-written
sales letter.
Rarely do I find a company of any kind which systematically
mines the real gold in any business--the customer database.
Make sure you do not make this mistake.
Making offers to your customer database is often referred
to as the "back end" in direct marketing jargon. But every
business should cash in on the huge potential of existing
customers by simply making frequent offers to them and
giving them more opportunities to do business with you.
5. Management has no method of accurately measuring the
results from its advertising investments. This is
especially so with so-called image advertising.
Solution: The way this is done is to seek a direct
response in each promotion. This can be a coupon,
telephone call or store visit. Code each promotion.
Then when an order is received or a customer visits
your establishment, you can appropriately trace it to the
particular promotion.
The coding system can be numbers or letters. If you use
the telephone you can utilize separate telephone numbers
for each advertisement. Or you can simply ask the caller
which ad or letter they are responding to.
6. As many companies begin to enjoy some early success,
many develop a disease that I call "Big-Company-Itis."
They start having endless, non-productive meetings.
They become bureaucratic. They move as slow as molasses.
Instead of continuing to insist upon a high level of employee
performance and keeping a close watch and control over costs,
management takes its foot off the brake. Costs can spiral out
of control. Employee morale can suffer. Soon the company is
in deep trouble.
Solution: The secret is to think big but operate much like
a small business. Well-managed, large organizations that
are highly successful are run more like a small
entrepreneurial business. Managers have profit center
responsibility. Their job is to help increase revenue or
reduce costs, or both. They are held accountable. They
maintain the financial controls and quick response of a lean
and mean small business.
7. Management has no systemized upselling procedure in
place to upgrade both new and existing customers to a larger
sale. Result? Lower sales volume and lower profits than
otherwise could be obtained.
Surprisingly, companies I've observed that market direct to
consumers, such as mail-order businesses, tend to be
incredibly poor at telephone communications and upselling.
Well-managed and properly trained customer service people
can add 30%-60% in added sales volume without any
increase in marketing or administrative costs. Your only
cost is the cost of goods sold. Best of all, your customers
are the beneficiaries of more value and variety for their
money. Everyone wins.
But here is where it becomes really interesting. Your gross
sales will be much higher. But your net profit will
increase by a huge multiple. I've helped companies achieve
huge increases in their net profit just by learning effective
and professional telephone techniques. It's not unusual to
increase profits as much as 5 or even 10 times!
Effective telephone communications and upselling are the
main reasons for the huge success of my own companies.
My clients for whom I conduct training of their customer
service representatives have experienced similar results.
Solution: Develop a strategy which includes the following:
A. Create an incentive compensation plan for your
customer service representatives (CSR's) based on
added sales. Depending on your profit margins, this
can be for example 5% to 10% of additional sales.
B. Run a daily special offered as an "add on" that
provides great value for the customer. For example,
you can offer a new product at half price.
C. Prepare a verbatim script on how to present the
special.
Tip: The selling price. Your special offer should not
exceed 30% of your average order. This makes the
decision to accept the special an easy one.
D. Provide your CSR's with some basic telephone
training. This should include the principles of active
listening, voice pitch, pacing, learning to present things
in a hearable way, and some gentle closing-the-sale
techniques. A big factor is learning the secrets of
boosting the sales without any pressure whatsoever.
Sunday 7 February 2010
The Success Attitude That Never Fails
Most entrepreneurs are optimistic. But not necessarily realistic. Not surprisingly, they expect success with every action they take. But, that is not how the business world works.
For example, when most entrepreneurs run a single advertisement in a magazine, newspaper, or on the Internet, or send out a mailing, they are often shocked and discouraged at getting poor, or even non-existent results.
This view, while understandable, is completely unrealistic. It is a result of an attitude based entirely on flawed assumptions.
I'm perhaps the highest paid copywriter in the world. But no one, including me, hits a home run with every sales message. I can tell you I'm thrilled when I bat 300% (3 out of 10) on new products and/or new advertising program. My high batting average earns fortunes for myself and my clients.
But, approached correctly, you can create great wealth for yourself with a far lower batting average.
Plus, I can't count the numerous advertising campaigns I've created that at first achieved poor results. Then, after going back to the drawing board and creating a new headline, or new offer, or new copy, turned a flop around into a big success.
Other hugely successful people experience similar results. Recently I spoke at Mark Joyner's conference in Los Angeles, ''Survival Strategies for Tough Times.''
One of my fellow speakers was Joe Sugarman. Joe is undoubtedly one of the most successful entrepreneurs in America. He is known as a world-class marketer and copywriter. He is best known for his BluBlocker sunglass infomercial that has run for years. And also for electronic products in his company, JS&A, heavily promoted in space ads and by catalog.
In his presentation, Joe commented as follows: “I’m thrilled if one out of ten of my ads work, because this one product and ad can earn me a fortune.''
In actuality, I'd be deliriously happy if just one out of twenty ads, mail pieces or Internet offers were a home run.
Please note the vast difference in attitude between myself, Joe and entrepreneurs who are looking for the quick, instant success.
Sugarman is the best example I know for a wealth-building attitude that underlies his incredible success. Providing you have quality products people want, over time the willingness to keep digging until you find something that is profitable never fails. It's as close to automatic as you can get in the business world. And it will work for you too.
You simply work the percentages. You test small, and then test again until you get a product and offer that works. Then you roll out big.
Bottom line. Don't be discouraged by a few flops. Expect them. Honor them, as they are necessary. When you flop, just say ''next.'' Each time you are one step closer to success.
The reality is that with new product and copy launches, there is no such thing as failure. You always get results. Plus, each test brings you critically important marketing information regardless of results.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
For example, when most entrepreneurs run a single advertisement in a magazine, newspaper, or on the Internet, or send out a mailing, they are often shocked and discouraged at getting poor, or even non-existent results.
This view, while understandable, is completely unrealistic. It is a result of an attitude based entirely on flawed assumptions.
I'm perhaps the highest paid copywriter in the world. But no one, including me, hits a home run with every sales message. I can tell you I'm thrilled when I bat 300% (3 out of 10) on new products and/or new advertising program. My high batting average earns fortunes for myself and my clients.
But, approached correctly, you can create great wealth for yourself with a far lower batting average.
Plus, I can't count the numerous advertising campaigns I've created that at first achieved poor results. Then, after going back to the drawing board and creating a new headline, or new offer, or new copy, turned a flop around into a big success.
Other hugely successful people experience similar results. Recently I spoke at Mark Joyner's conference in Los Angeles, ''Survival Strategies for Tough Times.''
One of my fellow speakers was Joe Sugarman. Joe is undoubtedly one of the most successful entrepreneurs in America. He is known as a world-class marketer and copywriter. He is best known for his BluBlocker sunglass infomercial that has run for years. And also for electronic products in his company, JS&A, heavily promoted in space ads and by catalog.
In his presentation, Joe commented as follows: “I’m thrilled if one out of ten of my ads work, because this one product and ad can earn me a fortune.''
In actuality, I'd be deliriously happy if just one out of twenty ads, mail pieces or Internet offers were a home run.
Please note the vast difference in attitude between myself, Joe and entrepreneurs who are looking for the quick, instant success.
Sugarman is the best example I know for a wealth-building attitude that underlies his incredible success. Providing you have quality products people want, over time the willingness to keep digging until you find something that is profitable never fails. It's as close to automatic as you can get in the business world. And it will work for you too.
You simply work the percentages. You test small, and then test again until you get a product and offer that works. Then you roll out big.
Bottom line. Don't be discouraged by a few flops. Expect them. Honor them, as they are necessary. When you flop, just say ''next.'' Each time you are one step closer to success.
The reality is that with new product and copy launches, there is no such thing as failure. You always get results. Plus, each test brings you critically important marketing information regardless of results.
Your correspondent,
Ted Nicholas
—————
“This article appears courtesy of THE SUCCESS
MARGIN, the Internet’s most valuable success and
marketing e-zine. For a complimentary
subscription, visit http://www.tednicholas.com/
Friday 5 February 2010
Try An Incentive
Do you like eating and drinking? I do.
When I had a big corporate job I once wrote an article called "I eat for England".
Do you like saving money? Me too. I'm so cheap sometimes I feel almost embarrassed.
Are you curious? Of course, or you wouldn't be reading this.
So last Saturday I went with a fair companion to The Admiralty Restaurant in Somerset House overlooking the Thames, where they had a deal - half price on the food.
The meal was excellent; and the place was full. So, being curious, I asked the lady on the door how many people had come because of the offer.
About half, she said.
They surely didn't lose money on us at nearly £70. You would have spent more, right?
Meanwhile, a girl I know works at a very good hamburger restaurant in Islington. Every day between 4.30 and 6.30 it's almost empty; so she spends her time rolling paper napkins round knives and forks.
The manageress, whom I also know, keeps saying they should run promotions - but they seem scared to.
It still astounds me how so few people realize two things:
1. Incentives pay, if used wisely.
2.If you use them all the time you cheapen your brand.
Why do they pay? Because generally you get all the people you would have got - plus a few you wouldn't have. I guess about 15% - 25%. And the extra ones convert into customers at much the same rate as the others.
Perhaps the wisest, and certainly the wittiest client I ever had was Victor Ross, Chairman of Reader's Digest.
He said: "I have never seen a relevant incentive fail to pay for itself."
If you're not trying incentives, do.
If you are, test alternatives (it may make a huge difference).
I will now cheat by taking extracts from one of the talks I have bored people with in 41 countries over the last 30 years.
The first question is obvious but often ignored: why do incentives work? There are three reasons.
They overcome fear - of being sold something the prospect doesn't need or can't afford.
They overcome laziness.
They give an excuse for trying you.
For all these reasons they should be prominent.
Always describe your incentive, and say what it's worth. If it costs nothing, it's worth nothing. The more desirable it sounds, the more replies you'll get. The more it's worth, the more people want it.
If it's a book (paper is so cheap!) on fitness, maybe - give it a title, say how many pages it has. If possible, sell it - thus setting a price.
Try more than one incentive. You can have one for replying, one for replying wthin 14 days, one for buying two or buying the luxury version, trying another product or service or recommending a friend.
Try a few things people might lose - a threat, if you like. It may work even better. In fact studies suggest it does.
* They have to buy by a certain date, or on a certain day.
* There are only so many left.
* It's a limited edition.
* It's restricted to certain privileged customers.
People are cynical. They think the cost comes out of the product Always say why you're being so nice.
* As a reward for doing something.
* To encourage them to try.
* Because "we find it's the cheapest way to get new customers".
* Because it's our centenary.
What makes a good incentive?
* The Golden Rule: add value, rather than cheapening the brand.
* A free Financial Planning booklet adds value; repeated discounts cheapen your brand.
* Discounts are better for acquiring customers, or rewarding them.
* Use them sparingly.
I hope you found this interesting and helpful. Let me know anything that interests you - or you disagree with.
Best,
Drayton
P.S. This is number 8 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
When I had a big corporate job I once wrote an article called "I eat for England".
Do you like saving money? Me too. I'm so cheap sometimes I feel almost embarrassed.
Are you curious? Of course, or you wouldn't be reading this.
So last Saturday I went with a fair companion to The Admiralty Restaurant in Somerset House overlooking the Thames, where they had a deal - half price on the food.
The meal was excellent; and the place was full. So, being curious, I asked the lady on the door how many people had come because of the offer.
About half, she said.
They surely didn't lose money on us at nearly £70. You would have spent more, right?
Meanwhile, a girl I know works at a very good hamburger restaurant in Islington. Every day between 4.30 and 6.30 it's almost empty; so she spends her time rolling paper napkins round knives and forks.
The manageress, whom I also know, keeps saying they should run promotions - but they seem scared to.
It still astounds me how so few people realize two things:
1. Incentives pay, if used wisely.
2.If you use them all the time you cheapen your brand.
Why do they pay? Because generally you get all the people you would have got - plus a few you wouldn't have. I guess about 15% - 25%. And the extra ones convert into customers at much the same rate as the others.
Perhaps the wisest, and certainly the wittiest client I ever had was Victor Ross, Chairman of Reader's Digest.
He said: "I have never seen a relevant incentive fail to pay for itself."
If you're not trying incentives, do.
If you are, test alternatives (it may make a huge difference).
I will now cheat by taking extracts from one of the talks I have bored people with in 41 countries over the last 30 years.
The first question is obvious but often ignored: why do incentives work? There are three reasons.
They overcome fear - of being sold something the prospect doesn't need or can't afford.
They overcome laziness.
They give an excuse for trying you.
For all these reasons they should be prominent.
Always describe your incentive, and say what it's worth. If it costs nothing, it's worth nothing. The more desirable it sounds, the more replies you'll get. The more it's worth, the more people want it.
If it's a book (paper is so cheap!) on fitness, maybe - give it a title, say how many pages it has. If possible, sell it - thus setting a price.
Try more than one incentive. You can have one for replying, one for replying wthin 14 days, one for buying two or buying the luxury version, trying another product or service or recommending a friend.
Try a few things people might lose - a threat, if you like. It may work even better. In fact studies suggest it does.
* They have to buy by a certain date, or on a certain day.
* There are only so many left.
* It's a limited edition.
* It's restricted to certain privileged customers.
People are cynical. They think the cost comes out of the product Always say why you're being so nice.
* As a reward for doing something.
* To encourage them to try.
* Because "we find it's the cheapest way to get new customers".
* Because it's our centenary.
What makes a good incentive?
* The Golden Rule: add value, rather than cheapening the brand.
* A free Financial Planning booklet adds value; repeated discounts cheapen your brand.
* Discounts are better for acquiring customers, or rewarding them.
* Use them sparingly.
I hope you found this interesting and helpful. Let me know anything that interests you - or you disagree with.
Best,
Drayton
P.S. This is number 8 of Drayton Bird’s 101 free helpful marketing ideas. You can sign up on the link below for the rest.
—————————————–
Website: www.draytonbirdcommonsense.com / www.eadim.com
Click here to get 101 free helpful marketing ideas. Marketers from all over the world think they’re a pot of gold.
The Drayton Bird Blog – please do not visit if you are easily offended.
Subscribe to:
Posts (Atom)