Showing posts with label Prospects. Show all posts
Showing posts with label Prospects. Show all posts

Monday, 26 July 2010

Communicating - Or Just Making Pretty Shapes?

Do your prospects and customers find your messages hard to take in? It sounds crazy – but it happens most of the time.

Have you ever asked yourself why you communicate? Let’s face it: unless, like a politician, you suffer from a constant need to bore other people, you must have a purpose.

Maybe it’s to sell something: your product or service, or firm. Perhaps it’s to make something happen, or prevent it happening. Possibly it’s to clarify a misunderstanding or put over your point of view.

You may have many objectives. But whatever your purpose, I imagine you would agree it is, above all, essential that your audience understands what you are saying - quickly, easily and correctly. Otherwise, how are you to achieve your purpose?

Yet you may be surprised to know that many, perhaps most, printed commercial messages are ill understood by readers. The chief reason is that those who prepare them - writers and designers - know astoundingly little about what makes things easy to read.

For the most part, they rely on their own taste and judgement, or what is fashionable in “creative” circles. I put quotes round the word creative because, although the word implies originality, most slavishly follow whatever the current fad may be.

Slavish followers of fashion


Thus, if the fashion is for sans-serif type, or emphasising words regardless of their importance, or using certain words or phrases – like “strategic” or “key issues”, you will find many writers and art directors use them regardless of their suitability or how well they get your message across.

We can all have opinions about what we like, or what we think is tasteful, clever or well-arranged or visually exciting, but what really matters is, how well is your message conveyed? And oddly enough, a simple look at any daily paper reveals most of the principles.

The fundamental thing to recognise about words, type and layout is simple. They are tools to convey your message as clearly and quickly as possible. As the great typographical authority, Stanley Morison, noted: “Any disposition of type which, whatever the intention, comes between the reader and the meaning, is wrong”.

As you will see shortly, if you rely on taste, opinion or fashion the result is often disastrous; but happily, two men devoted many years to discovering how better use of language, type and layout makes for better communication.

Decades of research


One was Rudolph Flesch, an American, who studied what kinds and arrangements of words, sentences and paragraphs are most easily read. The other, an academic at the University of New South Wales called Colin Wheildon, conceived the idea of learning not whether people liked or disliked certain layouts or type styles, but how well they communicated.

He did this by taking some 200 Australian consumers, getting them to read certain passages laid-out in various ways, then asking them to describe what they had just read. He also asked them how easy they had found a particular piece to read. In other words he wanted to know how well different layout styles and typographic styles worked from a practical, not an aesthetic point of view.

The original research took over two years. As far as I know it is the most extensive and thorough of its kind. It has been extended and repeated over the 20-odd years since, and came out three years ago in a full-length book with the title 'Type and Layout'*. I recommend it if you want to make sure that whatever your message is, it gets through as well as possible.

In addition, since all messages aim to elicit a response – either, “yes, I understand” or “yes, I will do what you ask,” a lot of the results of direct response advertising can teach us lessons about what works and what doesn’t.

This piece distils some of the main things that have been learned from these three sources but the principal lesson is clear: people’s eyes and brains are lazy. If the eye has to adjust or make an effort, it will avoid doing so if possible. The same applies to the brain.

This should not surprise you: after all, how many business ideas – fast food, for example – succeed simply because people are lazy? First, let’s look at what has been learned about layout and typography.

A page of copy in serif type was comprehended well by 67% of readers. When the same copy was reset in sans serif, the figures nose-dived to 12%.


Why? Because the little “feet” on a line of serif type help keep people’s eyes on that line. So if you use sans serif type, make sure there’s plenty of leading – space – between the lines.


Perceived legibility of a series of headlines went down by over 20% when the setting was changed from capitals and lower case to capitals only. Imagine what happens to comprehension when someone sets a whole page in “caps” – which is quite the rage at the moment.


The eye recognises shapes, not individual letters, and a word set in caps has no shape, whereas the descenders and ascenders in caps and lower case give a word shape. What are descenders and ascenders? Well, in the word “shape”, h is an ascender and p is a descender.


Good comprehension slumped when type was set with ragged right setting (typically down from 67% to 38%) or, even more so with ragged left setting (67 down to 10 percent).


That’s because the eye has to adjust constantly. Often people set long passages “centred” – ragged on both sides. What do you suppose that does to comprehension?


For the same reason constant changes in typeface are not only ugly but confusing. This also applies to the needless changes in type size so fashionable amongst advertising agency art directors.


At least one person in ten has imperfect eyesight. So copy in very small type is usually unwise. And type set over tints or textures or colours so that it does not stand out clearly is fatal.



  • Type set in narrow columns is easy to read - the eye doesn’t have to travel so far. Around 50 characters per line is about as long as it should go.



  • Readers found headlines


laid out in a series

of “decks” or layers

like this were hard

to comprehend.

56% said they found headlines of more than four decks difficult.

Visual elements that point out of the layout - like people’s feet, or their sight lines - lead the readers out of the advertisement.


Illustrations that block off a column halfway down the page discourage the reader from travelling further.


Headlines marooned in the middle of the copy destroy the flow of that copy and halve good comprehension. So do headlines placed under the copy. The reader can’t be bothered to look up to the start of the copy.


Long, unbroken blocks of type are daunting. They should be broken up by crossheads, indents, and changes in type. Giving ‘shape’ to long letters also encourages readership.



  • Huge headings take up expensive space you have paid for and only work if you have readers with arms 8 feet long.


When a lot of type is reversed out white on black, it kills response. In the case of one full-page magazine advertisement, response doubled when white on black was replaced with the normal black on white.


Captions are heavily read. If you run a picture without a caption, you lose the chance to communicate.



  • Pictures of people’s faces gain enormous attention. Use them wherever you can.


Techniques that make for easier reading


If you buy The Wall Street Journal you will see how surprisingly easy the front page is to read. That is because it follows the rules laid down by Rudolph Flesch.


Best sellers and tabloid newspapers adhere to these techniques, as do direct response copywriters. They all have to make reading easy. Otherwise they go broke.


Sentences should be short. An average 16 words per sentence is ideal. The easiest sentence to read contains eight words. The average reader finds anything longer than 32 words hard to take in.


Paragraphs should be short, containing just one thought in each particularly the first paragraph.



  • However, vary sentence and paragraph lengths to avoid dullness.


Words should be short and lively, not long and dull: eg, buy, not purchase; free. Not complimentary.



  • Never use unnecessary words: eg, “for free” should be “free”; “miss out on” should be “miss”; “male personnel” should be “men”.


You”, “yours” and “your” should appear 2-3 times more than “I”, “we”, “our”, “us” and “ours”. That’s because readers are interested in themselves – just as you are.


Use words and phrases at paragraph beginnings that encourage continued reading - like “And”, “Moreover”, “That is why” and “What’s more”. If you put questions at paragraph ends, this helps too. Why?


Because reader wants to know the answer – which is why you just read this sentence.

If you break sentences at the ends of pages and columns, this also encourages continued reading. Put ‘Please turn over’ or the like at the end of a letter page.


There are other points well worth knowing, but that’s all I have room for here. Thanks for reading through to the end; I hope you found it easy - and clear.

Best,
Drayton
www.directmarketingcourse.com
www.commonsensedirectmarketing.com

Friday, 25 June 2010

How Powerful Are Surveys For Increasing Response?

When I last ran a one day seminar in London, I used a simple weapon to get attendees. It was not direct mail. Not advertising. Not PR. Not a clever promotion.

It was an e-mailed survey, it got 16% response, and I made a few thousand quid.

That was partly because of the list and partly because of the person who signed it (not me). So this video is all about why surveys are such a deceptively powerful weapon. See what you think.



Would you like an example of how I use surveys?

I have a client who is setting up a business overseas. I suggested his launch could be based on a survey. So now he is writing some copy which I will edit/revise/trample all over.

We will get the survey results published in a newspaper (they're always gagging for stuff to run). That will establish his name and give him credibility among his prospects. And that will lead to a series of other things I won't bore you with.

The best survey format is anonymous, so people are happier to respond. I hope that is true of you, because I have stuck a survey in here – and I'd really appreciate your reply.

Two weeks ago so many of you said you'd like a writing webinar that I wondered what else would interest you.

So in the survey I’ve listed some - but not all - the topics I have bored the opants off people about in sundry places from Dubai to Sydney. Let me know which interest you and I will try to set something up. It takes no time at all to complete.

Oh, and I've also asked about something entirely different that I am running. It has limited numbers, so I want to know what the likely take up is.

I will tell you what results the survey comes up with, so you will know what interests other people

Best,
Drayton
www.eadim.com
www.commonsensedirectmarketing.com


P. S. The writing webinars will will start in about a week. The delay is because we have spent a ludicrous amount of time looking at the various options. None is perfect, but I think we have arrived at the best.

Also how we take your money is a pain to arrange. Don’t worry. I have a deal for you!

Actually I have two deals for you - but that's for another day.

But first, please fill in the survey, which takes about 30 seconds. Only you can tell me what you want. I do appreciate it!



The best survey format is anonymous, so people are happier to respond. I hope that is true of you, because I have stuck a survey in here – and I'd really appreciate your reply.

Two weeks ago so many of you said you'd like a writing webinar that I wondered what else would interest you.

So in the survey I’ve listed some - but not all - the topics I have bored the opants off people about in sundry places from Dubai to Sydney. Let me know which interest you and I will try to set something up. It takes no time at all to complete.

Oh, and I've also asked about something entirely different that I am running. It has limited numbers, so I want to know what the likely take up is.

I will tell you what results the survey comes up with, so you will know what interests other people

P. S. The writing webinars will will start in about a week. The delay is because we have spent a ludicrous amount of time looking at the various options. None is perfect, but I think we have arrived at the best.

Also how we take your money is a pain to arrange. Don’t worry. I have a deal for you!

Actually I have

two deals for you - but that's for another day.



But first, please fill in the survey, which takes about 30 seconds. Only you can tell me what you want. I do appreciate it!

Best,
Drayton
www.eadim.com
www.draytonbirdcommonsense.com

Saturday, 20 March 2010

Headline Shortcuts (Part IV) - Stacked Benefits

Please do not forget this, dear subscriber. Seventy-
five percent of the buying decision is made at the
headline.


Today's important Success Margin series featuring
Headline Shortcuts continues with an enormously
powerful category. I call it Stacked Benefits.


I use Stacked Benefits when I'm promoting a
product or service with several strong benefits of
nearly equal power and importance.


I've found in certain instances there is no single
benefit "superstar." So this Stacked Benefit is ideal.


Learn it. Apply it. And watch your bank account
grow.


Here are some examples:


*******
How to Grow Your Business, Gain More
Free Time and Profit Like Never Before
in Just Three Easy Sessions - Guaranteed!


*******


Discover 147 Time-Saving Ideas That Will Help
You and Your Staff Get Organized, Accomplish
More in Less Time with Less Effort - Guaranteed
or Double Your Money Back


*******


How to Get a Gorgeous Tan, Be Safely Protected
from Harmful UV Rays, While Gaining That
Natural Golden Look All Over... In Just Six Weeks
- Guaranteed - Or You Pay Nothing!


*******


How to Safely Lose 10 Pounds in 10 Days,
Maintain Your Energy Level and Avoid Sagging
Skin - Guaranteed or Your Money Back


*******


How to Earn Money in Your Own
Part-Time Internet Business, With
Low Investment, Without Major Stress
and Still Have a Life - or You Pay Nothing!


*******


How to Meet Three Qualified Single Men in 30
Days Who Have Been Thoroughly Pre-Screened,
Over a No-Obligation Cup of Coffee, Taking as
Little as 15 Minutes of Time - Guaranteed


*******


Here is my Fill-in-the-Blanks formula for the
Stacked Benefits technique.


How to Get (Benefit #1) (Benefit #2) and
(Benefit#3) (three is ideal) In Just (actual time
period required) Guaranteed or (Your Money Back,
Double Your Money Back, It's Free, or You Pay
Nothing, etc.)


Does your product offer several benefits to your
prospects which are fairly equal in power?


If so, your Stacked Benefit headline may provide
you just the Success Margin you need!


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/

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.

Tuesday, 3 November 2009

Regain The Lost Millions

This piece is about millions of pounds that are wasted every year - needlessly.

It all starts with that wonderful word "strategy". There's a lot of hot air about it in marketing.

The word comes from the Greek for general. What does it mean?

Using your forces to achieve an objective as effectively as possible:

In business, that means getting the maximum profit with the minimum necessary effort and cost.

Or in the words of former Coca Cola marketing boss, Sergio Zyman, "Selling more stuff more often to more people at higher prices"

Most marketers spend prodigious time and effort looking for business, whilst ignoring money that's just waiting to be picked up - money we already have within our grasp, but don't realise it, or forget it.

The prime example: enquiries you have received, but don't try to convert with enough determination, intelligence or vigour.

Let me explain - and see if you agree.

Sounds sensible - but is crazy

Compare two communications.

One is a mailing or e-mail to people a marketer thinks might be prospects. "Cold" prospects.

The marketer has put an immense amount of effort into it. It's got every trick in the book, because getting a response from someone you don't know is hard. Makes sense, right?

The other is a reply to someone who's enquired about something. A brochure or other material and a letter thanking the respondent for the enquiry and suggesting they read the brochure and order now.

If it's being done on-line it will be a simple thank you and a suggestion to visit the website

This is a much easier task, as the respondent has already expressed interest. So that makes sense, right?

Wrong, wrong, wrong - a thousand times WRONG!

Because what seems to make sense is in fact senseless.

And that is where the vanishing millions are.

For though it is indeed true that selling cold is harder than selling to warm enquirers, it is even more true that the EASY money is amongst those warm enquiries.

So more effort, not less, should be applied to them. They really deserve every trick in the book. They have raised their hands and said, "I'm here! I'm interested! Come and get me!"

They are infinitely more likely to reply. Just consider: for one of our clients a cold mailing might get .1% response - and that would be a good result. If someone had enquired they might get five times that percentage

In fact I bet there is more money lying around waiting to be picked up because of this than anywhere else in your business. And not just because many take these enquiries for granted as "easy" sales and don't try hard enough.

But also because they don't follow them up enough - which you should do, as one of my favourite clients put it, "until they give in".

Because they will buy when they want to buy - not when it suits you.

To sum up:

If you want more than your fair share of the lost millions -

  1. Put more effort into enquiry responses than into cold mailings

  2. Follow up until it doesn't pay any more.


So there are two thoughts for you.

Best - and thanks to those who have sent kind messages.

Drayton

P.S.  This is the sixth of Drayton Bird’s 101 free helpful marketing ideas.  You can sign up on the link below for the rest.

—————————————–

Website: http://www.draytonbird.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, 29 October 2009

"When You're Up To Your Armpits In Alligators...

... it's hard to drain the swamp"

If you find what I'm about to suggest pathetically obvious, I'm sorry. Many of the things I'll put to you are.

And the reason is simple. Although we may know things, far too often we don't do them.

So here's something one of my clients does. They send out the same (not very brilliant) e-mail week after week after week.

Let me guess what you're thinking. Is it something like this?

Isn't that far too often? And anyhow, if they sent out a variety of imaginative ones they'd do better.

Well, they do it for two reasons.

1. Because it works. And it works because you never know when prospects will buy, so you have to keep plugging away.

2. Because it's better than nothing. And they're so busy fighting alligators that they'd probably send out nothing if they weren't careful

I constantly see clients who spend weeks, even months, squandering priceless days and weeks over small details that will make little or no difference - when they should just get on with it.

As the French writer Voltaire, put it over 250 years ago, The best is the enemy of the good.





Three years ago my partner and I went to see two firms in the same city on the same day.

One spent six months having meetings about the copy we suggested - in fact I have no idea if it ever went out.

The other got the mailing we proposed out within a week, and were our biggest client within three months. Today they are the leading firm in their field.

This has little to do with us. But it has everything to do with two things.

1. They communicate more than their competitors. Once they have a prospect they keep everlastingly at that prospect. I once asked their marketing director how long they keep mailing and e-mailing people. "Until they give in," he replied.

2. They don't sit around wasting hot air on whether something will work or not. They get on with it.

The American expert Richard V. Benson said, "There are two answers to every problem. Answer #1: Test everything. Answer #2: Refer to answer #1."

People test to find out whether one message will work better than another. But there is another, even simpler reason. It is to eliminate useless discussion. Why waste time? Let the customers decide for you!

I'll wager that if you communicate more often than your competitors, you will outdo them. Keep at it till it doesn't pay ... then give it a rest and try again.

There is a direct relationship between profit and communication. The more you tell the more you sell.

If you spend 5 minutes a day thinking of reasons to talk to your prospects and customers - things that might benefit or interest them (not you) - you will find it the best ROI you ever had.

By the way, let me know if you have particular questions or problems. There's hardly any kind of business or marketing discipline we haven't had experience of.

Drayton

P.S.  This is the first of Drayton Bird's 101 free helpful marketing ideas.  You can sign up on the link below for the rest.

-----------------------------------------

Website: http://www.draytonbird.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.