Tuesday, September 29, 2015

Set Goals To Increase Sales

It's unlikely that any successful person or company operates without goals. They may have one giant or lofty goal. They may have a series of smaller goals leading up to the ultimate achievement but success is built upon goals. Goals accomplish many things. Three of the primary accomplishments are:

Goals energize people and energetic people achieve more.
Goals signal the direction of the company and sales team.
Goals measure the achievement of the organization.
Do you know how to establish reasonable goals?

Follow this simple five-step plan to set goals to increase sales.

1. Start with national or company objectives.

You must know all metrics acceptable to sustain growth. Historical data should be considered in addition to the makeup, ability and desire of the entire sales organization. If the economy or governmental regulations impact your business you must consider them in your plan. Why not start at the bottom to establish goals? After all, don't salespeople have a better feel for potential and reality?

Scenario: Each sales representative assesses their territory, results from prior years, market share and potential. They "come up" with a projection and turn it in to the sales manager. They desire to hit their goals so they "sandbag". They decide to shave a few percentage points off the goals before submitting them. Other representatives apply the same logic. The Sales Manager adds up the goals and decides to act conservatively before communicating the projections to Senior Management. Believing the projections and the dire future they foretell, layoffs begin. Sales support and training get cut first. That's how a sales team can create a real problem.

2. Review territories and results to understand expectations and buying behavior.

Can you assess the impact of repeat or carryover business? Does your business fluctuate due to seasonality? Do you employ enough sales representatives to adequately serve the market? Can you quantify the effect of pending mergers and acquisitions? Did last year provide useful information?

 3. Develop potential allocations to divide the national or company goal among the territories.

This may be done at the judgment of the sales manager. They may elect to use formulas based exclusively on prior sales. Or they may assess prior sales and market potential to determine territorial goals. Population of viable prospects and territories could be factors in establishing goals at the sales representative level.

4. Finalize the formula and process you plan to adopt.

 Then you must test it by asking many questions that start with, "What if…?" What if mergers and acquisitions besiege your industry? What if a tropical storm causes catastrophic damage in your Southeast region? What if the largest account in each territory reduced the need for your product by only five percent? How would that affect your performance? Compare your plan to the performance last year. How would the new compensation plan have worked last year? Imagine you're a salesperson working under the proposed plan. Would it energize you? Would it move you to selling the right products? Is the plan aligned with company objectives?

5. Review the goals one more time and communicate them with the entire team and the department responsible for tracking and compensation. Schedule periodic reviews to assess achievement and progress.

Establishing goals is challenging. Poor goal setting leads to increased costs and can lower morale. If you sell in a volatile market you may consider goals with shorter time frames. In addition you should review them frequently and make adjustments as needed. Remember to communicate with the sales team the likelihood of this review as well as your solid business reasons for doing so. Understanding market potential allows you to reduce turbulence in the goal setting process. This is difficult in many business sectors but not impossible.

Goals based on business objectives and the markets are the most accurate. Strong sales managers are aware and recognize the difference in establishing goals for rewarding and recognizing employees and goals for use in performance evaluations.

Stack ranking sales representatives represents an alternative to setting goals although it is only fair if territories, opportunity and responsibility remain equitable.

Goals accomplish many things. They energize individuals and companies. They clearly communicate the direction of the company. Goal setting is a very integral component in the best selling organizations in the world. Do not trivialize this opportunity to increase sales.

"Not everything that can be counted counts, and not everything that counts can be counted."
Albert Einstein

Friday, September 25, 2015

5 Tips On Making Your Business Card A Powerful Marketing Tool

When used effectively business cards can be a great marketing tool. In this article we will discuss 5 of the most effective ways that you can use your business cards everyday.

1. Be Creative.

Be creative in the design of your business cards. Business cards do not just need to be bits of paper with your contact details on them. Be creative and give your business cards a use and purpose. Make them a powerful marketing tool in the promotion of your business.

Your aim is to make your business card something that the receiver will want to keep and make use of. This is the difference between a well thought out and designed business card and a piece of paper with your contact details on it that will probably be thrown into the trash.

Give the recipient of your business cards a special offer. For example if you are a school/training center you may offer 'first lesson for free with this card' or if you run a shop maybe you will offer '10% of any purchase over $50'.

Whatever your business, there is a creative way to give your business card real value to the receiver. If you can think and implement these new creative ways before your business does, you will have an instant advantage in that area of business, and should definitely see a rise in business if you have promoted you cards correctly.

2. The 1 minute rule

The 1 minute rule basically says, if you talk to a person for longer than 1 minute they should already have one of your business cards in their hand.

This means in conversations you need to find a way to talk about what you do, and be in the position to be able to offer one of your business cards to the person you are talking to in the first minute of conversation. This can be likened to a conversation you may have with someone at the bus stop or on the elevator. The conversation will end in a very short time and you only have a very short time to get your message across, or in this case get your business card to the recipient.

The 1 minute rule is basically just practice to get your business card out there as much as you can. Many people go through all the trouble of ordering business cards just to let them sit in a corner of their office. To use business cards effectively you must be giving them out at every opportunity that you have.

3. Make them keepers

Once you have given your business card to someone what is going to keep it from being thrown in the trash or forgotten about. Unless you are selling necessities it is probably fair to say that most likely they do not need the product/services you are offering at the present moment. Hopefully though in the future will come a time when they are looking for that product/service and that is when your business card still needs to be in the hands of the person.

Why does someone want your business card? If you cannot answer that easily, maybe it is time to think about a new business card design.

Does your business card have valuable information on it? By valuable I mean a map, discount, calendar, measurements, charts or anything relevant to your industry? If it doesn't, you may want to think about adding a value feature to your business card.

4. Leave them everywhere you go

During a number of trips around a number of businesses in my local area I have noticed piles of business cards on the counters of various businesses. For example a recent trip to my accountant I noticed they had a few piles of business cards on the counter for mortgage lenders, home loans, etc.
This can be likened very much to link swapping that goes on with webmasters looking for business referrals from similar businesses.

Every place that you frequent, you should ask if they mind you leaving a stack of you business card there for their customers. You could try this at your doctors office, your dentist, accountant, lawyer, beauty saloon or hairdresser.

For similar businesses (e.g. accountant, lawyer or money lender) maybe you can arrange to have a stack of their business cards displayed at your business when they offer your business cards at theirs. This can be a very effective way to use you business cards and can have great returns.

5. Ask for an opinion

'Do you mind if I ask you a quick question? I'm looking for opinions on my new business card'. After asking the question and bringing the topic up hand them a business card. Make sure that they keep it, even if they try to hand it back to you tell them that you have thousands printed already.

Thank the person for their time, and if they ever need the product or service that you are offer that your contact information is on the business card. Even if that person may not directly contact your business, there is always a chance that they may pass your card or business name onto another party.

Even in the worse case they may go home and tell their friend how a nut just came and talked at the bus stop and handed them a business card for his lawn mowing service. That friend may say, 'I've been looking for a good lawn mower'. 'Here's the business card I got'. And there is a situation where you may still even get business out of handing your business card to a stranger and even a disinterested stranger.

By following just one of the above five ideas each day, you can turn your business card into a great marketing tool, and see an almost instant increases in business.

Monday, September 21, 2015

How To Get Things Done: A Guide To Strategic Planning

A step-by-step program for creating a strategic plan and tactical plan guaranteed to help you get more of what you want done.

You are pursuing a strategy en route to your vision. Whether it is revolutionary or evolutionary, it does not matter. You are on the road, committed to driving your business in a direction of your own choosing. The important thing is that you have, in fact, chosen this course.

And, once you have made this choice, how are you going to realize this strategy? The answer is just like the answer to "How do you climb Mount Everest?" One step at a time. The way you realize your strategy is one step at a time - the trick, of course, is to know what steps to take, and in what order to take them. This article details an approach to developing a strategic and tactical plan.

Completing the past

The first step in creating a strategic plan is to review and complete the previous past period. For the balance of this article, we will refer to that period as a year, although your planning horizon may be either longer or shorter. You complete the past for two reasons - to learn everything possible from your previous actions, results, and mistakes, and as importantly, so that what ever is left over, whatever issues are hanging over your head, are no longer a burden.

Answer the following questions:

What were your intentions, what were your goals?
What did you set out to accomplish?
What intentions did you really take action on and which ones did you merely talk about?
Specifically, what did you actually accomplish?
How effective were you? What percentage of your goals were realized? For instance, if your goal was $14 million in sales and you reached $12 million, you were 85% effective. And so on.
What did you accomplish that you didn't intend?
What were the unintended side effects?
In your opinion, what did you do "wrong"?
What did you simply skip?

One useful practice is to write a detailed, objective history of the past year. Document the year's events and results in journal form. Your records will be a big help - use your date book and your sales ledgers to reconstruct this narrative.

Gather up whatever you learned. Three questions will assist you in this phase. What did you do that worked? In other words, what actions produced the results they were intended to produce? What didn't work - what actions (or lack of actions) produced something other than the desired result? And finally, what was missing - in terms of missing resources, skills, knowledge, attitudes, relationships, etc. - which if you had them would have enabled you to be more successful?

At this point you should be ready to move forward without dragging the past with you.

Set priorities

Using your values, beliefs, vision and strategy as a guide - establish priority issues for the coming year. Presuming your resources are limited, you may not be able to impact all areas of the business at once. Take a look at the following list - in which of these areas do you most want to make a difference?

product development
market penetration
revenue and profit
customer satisfaction
technology and product quality
intellectual capital
strategic relationships
new customer growth
geographic expansion
employee retention
community and global impact

Add other areas which are relevant to your business. Then choose which you will focus your attention on. Some prioritizing questions to ask are: What particular area is important? By important I mean that which will move you forward in the direction of your vision, goals, etc. Why is that area important? What will a shift in a particular area provide to the business (or specific categories of stakeholders)? What will not causing that shift cost the business?

Once you have decided in which areas you will focus your efforts on (and also which will not receive much attention), you then establish goals, or measures for success. Here is where things can get tricky. The standard approach to establishing measures for success is to "look around" and try to figure out what is practical. "We did X last year, now we'll do X plus 10%." Then you think about what you know how to do. "Well, we know how to do an extra 10%. Good - that's what we'll shoot for."

The catch is, this approach will get you some pretty practical, incremental, and average results. And while there is certainly nothing wrong with average results, my guess is, that is not why you are reading this article. To get extraordinary, breakthrough results, you have to step outside your normal confines and dream a little. Set your goals by considering what will move you rapidly towards realizing your vision, what will quickly implement your strategy, and go from there. Set goals - establish success measures which will inspire you! Do not think about how you will achieve the measures or goals before you set them. That will only limit your thinking.

Establish Measures and Goals

Establish a clear set of measures for each area of focus. In Product Development you could add two new products for your target niche, or a new product which will enable you to penetrate a targeted customer segment. In Customer Satisfaction and Quality you could reduce open customer incident time by three days, raise your customer satisfaction metrics from a 7.3 to a 9.0, or eliminate defects in your final product release. You could Geographically Expand into Canada, Mexico or the Northwest.

Employee retention and Intellectual Capital would be impacted by reducing turnover from 14% to 5%, providing 50% more training days for employees and targeting an increase in patents held from 2 to 5. You could increase Market Penetration, Revenues and Profits by adding 25% to the customer base, increasing service revenues 100%, and raising your net profit margin to 23%.

Place a time frame on each measure and turn it into a goal. Total customers increased 25% by September 30th is a clear-cut goal. It fits nicely on the end of a timeline.


You have measures, you have goals - now develop a plan to reach them.

For each measure within an area, invent one or more initiatives which help you reach your goal. Sometimes the initiatives are relatively simple, such as hire a salesman for the new Northwest territory. There may be alternate options such as contracting with a distributor in lieu of a local sales force. In that case you have to evaluate suitability, costs, resource drain, and the likelihood of success for the various options before committing to one path.

Sometimes achieving the goal will require a series of initiatives, or parallel initiatives. Increasing the customer base 25% may involve direct mail, print and web advertising, two new sales reps, a phone campaign, and working the dead customer file. Alternatively, it could involve acquiring a competitor, or maybe the competing product line. Each of these initiatives then requires its own measures for success. And each one must be evaluated in terms of suitability, costs, and likelihood of success.

Action steps, milestones, and timelines

When you have chosen the suite of initiatives you will pursue, break each into action steps and intermediate results, and place the whole thing on a timeline. Include acquisition of missing resources and skills on the timeline. Set regular milestones to keep the whole effort on track, and have a way to blow the whistle when things get off course.

Develop a tracking system, and update it regularly and often. A big white board or flip chart paper taped to the wall can display your timeline, including measures, milestones, and commitments made by various team members defining what will be accomplished each tracking period. Project management software is useful for complex initiatives - it helps you visualize and account for "dependencies." If you use it, email reports to all participants.

The Merlin Method

For some of your areas and measures of success you are clueless - you simply have no idea how to achieve the results. In this case, you can use the Merlin Method. Merlin, you may remember, was a magician and prophet who served as counselor to King Arthur. What you may not know is that Merlin did not really predict the future. Legend says Merlin was born as an old man and lived his life growing younger. He was simply relating events which for him had already happened.

The Merlin Method is based on this same principle. Imagine you are standing at the end of a long timeline - you have already achieved your specific goal. Imagine or visualize, how did you do it? What actions did you take? What resources did you secure? Who's help did you enlist?

Ask these questions in a step-wise fashion starting from the end. What was the last significant thing you had to do just before reaching the goal. Put that on your timeline. And just before that, what did you have to do? And just before that? And so on, moving closer and closer in time, right up until the present.

If you were taking a family trip, imagine yourself at your destination. What did you do just before you got there? You exited US 10 at exit 54. And before that? You exited US 15 at Riverside, having driven 67 miles. And before that, you bundled the kids into the car. Before that you put the luggage in the trunk. Before that you packed. Before that you went online and got directions. And so on. Working backwards from the realization of the goal, you have developed a timeline, complete with milestones - working from your collected knowledge and wisdom, but not necessarily from your conscious mind. The Merlin Method can be a very powerful way to generate set of tactical actions to realize your business strategy.

For a reality check, think it through forward. If you add the necessary resources, skills, and knowledge, take each action in turn, and reach each milestone, is that likely to produce the results you intend to produce?

You can even use the Merlin Method to generate alternative plans to evaluate against your other approaches.

Using one or more of these methods, you have developed a strategic and tactical plan - a complete set of strategic priorities, measures, goals, and initiatives, along with action plans, milestones, resources requirements, and timelines - built upon your strategy and designed to realize your vision.

Thursday, September 17, 2015

4 Strategies You Can Use to Build Momentum for Home Business Right Away

Be honest with yourself. Are you one of those people that believe that you just don’t have the time to get your home business up and running? You’re not alone. Many people I talk to claim they have too much to do and not enough time to do it. They wind up defeating themselves and their business looses momentum and suffers.

Full time jobs, family obligations, maintaining health and too many other distractions are the main reasons for not building momentum for their business. You can wind up feeling that your life is spent catering to every one else’s obligations.

However, I have some good news! You can find and maximize time to build momentum for your home business. All you need is to find time and commit to use that time for your home business only. Try the following strategies to make your home based business flourish.

Document Your Daily Routine 

The first thing you will need to do find a quiet place and write down your schedule. Document the start and end time on events like getting ready for work, driving your kids to school, your commute to your day job, gym time and any other weekly commitments you have. Don’t forget to include weekends and family time (this is most important).

After completing this exercise you should have a good visual of what your work week looks like. You should see openings in your week. Make your goal easy: try to find two hours you can commit to spend on your business. You should be able to re-prioritize some time.

Stay with the Schedule You Created and Re-Evaluate

The next thing you need to do is stick with your schedule. This can be tough because you are creating a new habit.  Once you get the hang of your new routine, you should always re-evaluate your schedule. You may be able to find more time to spend on your home business.

Sticking with your schedule means you need to discipline yourself to work. This means that you have to find a way after work, after little league games, after dinner and after putting the kids to bed.

Don’t Forget Your Family.

Spending time with my family is always a top priority for me. I have young children so I try to focus on the business when my kids are in bed. I find that using the evening hours is best for me to spend on my home business. It seems to be the most quite part of the day.

If you have to use your family time to spend on your business, make sure you communicate with your family so they have an expectation of what you are doing. However, I would recommend that you set a time limit so you can spend that time you want with your family. This will provide balance for you.

Embrace Distractions 

As we all know life also throws us off schedule. Try your best to embrace that fact instead of fighting it. If your child stays up late, focus on helping your child quiet down and go to sleep. Try not to focus on what you could be doing. Don’t worry. The work will still be there when you are ready.

If you have to stay late at your day job, then choose to work late. Usually, you’ll find that it is better just to focus on one thing at a time. You’ll be more efficient and effective. Having a clear and guilt free mind while working on your business is most productive.

To handle new ideas that can distract you while you are working, keep an MP3 Recorder handy so if an idea comes up you can record it or write down the idea in a notebook. You can always prioritize those thoughts at a later time. You will also find that you are using less energy dealing with distractions instead of fighting them.

So there is good news when it comes to finding time to work on your own business. Don’t despair and don’t get frustrated. Just remember that you have total control of your time and you alone can change your habits to build your businesses momentum.

Sunday, September 13, 2015

Ethics And Leadership in Business Development

In the 25 + years of working with some of the best people in Business Development within the power generation industry, we have found some unique characteristics that separate these individuals from the rest.  It doesn't seem to matter what organization they work for, or the services, the client base or the economic climate.  We find that these individuals are in fact the top 3% of the professionals in their field.  In addition to learning to think as CEO’s, Presidents, entrepreneurial leaders of Business Development units, we've discovered they have acquired the behavioral characteristics of a leader. They have learned how to set strategic and operational objectives in putting together plans, how to be visionaries and see opportunities for their organizations that other individuals may miss, and in the role of Business Development, they have mastered the 12 Core Competencies, a benchmark to measure leaders.

One of the most compelling definitions of a leader is an individual whose mere presence inspires the desire to follow. When asked if leaders are born or bred, the general consensus is that leadership can be taught.  While few of us have had the opportunity to be formally trained or mentored in leadership, all of us are called to be a leader at different times and circumstances in our lives.  Leadership is first about who you are as an individual, not what you do, and the term character best describes the core characteristic of a leader.  It is this part of an individual that inspires other to follow, so we see character as the summation of an individual’s principles and values, core beliefs by which one anchors and measures their behavior in all roles in life.  Principles and values of a positive leader include loyalty, respect, integrity, courage, fairness, honesty, duty, honor and commitment.

If character is the summation of our principles and values, then ethics is the application of them. To understand more about character development, we can reach back nearly 2500 years to the writings of Aristotle in Nicomachean Ethics.  Aristotle taught that moral virtue is acquired by practice.  Ethics, according to Aristotle, is moral virtue that comes about as a result of habit. Ethics has as its root ethike, formed by the slight variation of the word ethos (habit). Aristotle explained that moral virtues do not arise in us by nature; we must accept them, embrace them and perfect them by habit. Leadership training emphasizes that understanding leader values and attributes is only the first step in development.  A leader must also embrace values and practice attributes, living them until they become a habit.

In the Business Development role, success requires a fusion of who we are as an individual, along with our principles, values, ethics and their application.  It’s a unique combination of what we know, how we apply it and what we do.

Bill Scheessele is CEO/Founder of MBDi, a Business Development consultancy based in Charlotte, North Carolina. For the past 27 years, MBDi has assisted client firms in leveraging their high level expertise into bottom line business. Information on the company and the MBDi Business Development Process™ access: www.mbdi.com.

Thursday, September 10, 2015

The Keys To Success In Business

Success in business has nothing whatsoever to do with salesmanship, little to do with a knowledge of your company’s products or services.

It is owing to some far more basic fundamental principles which will determine your success or failure at anything you do in life.

They are your A,B,C’s, Attitude, Belief and Consistency. Taking them in reverse order.

We get up every morning, we brush our teeth wash, get dressed have breakfast. We are consistent in our actions. We do it every day. We need to do the same in being consistent with our tasks associated with our business for the days that we have chosen we are going to work, be it 1 or 7 days a week. We need the 6 marbles in our left pocket or left side of our bag and transfer 1 marble to the other side every time we have carried out a positive action i.e. seeing a customer, talking to someone about the business, etc. etc. We need to do it consistently. We need to have transferred all 6 marbles (better still 10) by the end of the day. We need to concentrate on the actions not on the result. I’ll repeat that, we need to concentrate on the actions not on the results.

When we go mountain climbing, if we would continually look at the summit we would soon trip up and fall. We need to concentrate on every step at a time, one after the other and as surely as the sun goes down we will reach our summit.

An absolute and genuine belief in our business, it’s products and services and what it can give it’s customers.

Possibly the most important of these three but useless on its own. It’s no good having the best attitude in the world if one’s sitting on one’s own in a closed room not talking to anyone. So what is attitude apart from how one feels about oneself and others. I describe it like this.

Your face is transparent, totally transparent and your attitude shines through whether it’s positive or negative. The first second that a prospective customer sees you maybe even before you see him, your attitude comes through. The customer sees it, maybe only subconsciously and will react accordingly. We all know that the first thing any salesperson has to sell is themselves even before they open their mouth. If they can’t sell themselves they might as well turn round and go home and go back to bed. If they can’t sell themselves they wouldn't be able to sell packet of peanuts or a Mars bar.

Another description of attitude, when I took my 14 year old daughter recently to Disneyland Paris we went one evening to an aquatic circus. Very unusual, people diving, dancing and somersaulting on water. It was a spectacular show. What made it even more enjoyable (we were sitting on the front row) was the fact that all the performers without exception were obviously really enjoying themselves. They were loving every minute of it and gave it their all. Their attitude really shone through like a beacon and this made our enjoyment total.

So when we get up in the morning and do our consistency things let’s get a really big warm smile from within feeling good about ourselves and keep that all day. When we go about our business we need to keep out good attitude with us. If we can’t also be in the place where we are physically there’s no point being there in the first place. It’s easier to ride a horse in the direction that it’s going.

So those are my 3 all important ingredients that determine one’s success or failure at anything in life.

Friday, September 4, 2015

When Customers Complain - The Things Every Business Should Know.

You probably won't have been in business too long before you get your first complaint. It just can't help but happen: low-end customers pay nothing and expect the Earth, while high-end ones pay a lot but expect an inhuman effort in return. You just can't please all of the people all of the time, even if you run yourself ragged trying -- there will always be someone who's not happy with what you've done. So what can you do about it?

Don't Be Rude or Dismissive.

The customer's complaint might seem stupid to you, or even insulting -- but that doesn't mean that you can respond in kind. You must treat every customer complaint seriously, and always act as if it is 100% your fault that things weren't to their satisfaction.

Remember that every unhappy customer will talk about their experience to your potential customers (research varies, but some say that they might tell as many as 20). Those potential customers won't get to hear your side of the story. Going the extra mile to keep unreasonable customers happy is, above all else, a defensive technique to prevent them from damaging your business. Don't be scared of complaints: you should, instead, be actively soliciting them, to give you a chance to put things right before they tell anyone.

Write a Letter of Apology.

People will really appreciate the effort you've gone to if you take the time to write them a formal letter of apology, and say that you're sorry things weren't to their satisfaction and you appreciate them taking the time to tell you so that you can improve. For example:

'Dear Sir,

It has come to my attention that you weren't happy with the service you received from my company in respect of the delivery of items to your home. We have now contacted our delivery service and fixed the issue, although I understand that this came too late to avoid inconveniencing you.

I would like to sincerely apologies to you for the bad experience you have had with my company, and hope that this will not harm our chances of doing business together again in the future.'

Make sure you sign the letter yourself, in pen. People hate seeing letters with printed signatures on.

Offer a Partial Refund.

The closing part of your letter should offer a refund of as much as you can afford to give -- in this scenario, for example, where there was a problem with delivery, you should offer to refund the full cost of delivery, plus a little extra to cover the inconvenience.

In this way, you can turn your dissatisfied customers into some of your most satisfied ones. They will tell everyone they know that there was a small problem that wasn't your fault, and they probably complained too harshly, but you handled it courteously and sent them a refund.

Having people know that you respond well to complaints is some of the best word-of-mouth marketing you can get. What's more, that customer you treated well is surprisingly likely to come back and do business with you again -- although, of course, they'll be very annoyed if things don't go well the second time either.

Do Some Complaining Yourself.

A large amount of the time, when a customer complains about something, it wasn't caused by you -- it was some kind of problem with your supplier, or someone else you rely on. Of course the customer didn't know this, but you do, and you need to do something about them. Write them a letter of complaint, like the following:

'Dear Sir or Madam,

Due to your service being unavailable this week, I have received the attached customer complaints. I hope you will understand that I am very displeased, and I am currently considering alternative suppliers.'

With this letter, enclose a copy of every customer complaint you got thanks to them. Your supplier will often be eager enough to keep you on as a customer that they will offer some kind of compensation package -- which you can then pass on to your customers, or use to cover the cost of refunds you have already given them.

Tuesday, September 1, 2015

The Power of Words in Advertising

In most promotional material, aside from the attractive colors and images, the content serves as the primary enticing factor that lures customers to visit your store or give you a call.

Words are important in expressing your ideas. The shortest words are the best and the briefest sentences are best. You should remember that in creating ads a distinct and clear-cut impression is best expressed by short words and short sentences. A good ad and a good salesman both show appreciation of words and their effect. Neither says too little and both are interesting and business-like in their remarks. Take a look at the most successful business man. Analyze his style of dealing his customers. You would note that the great charm of spontaneity and off handedness accompanies his remarks. He is intelligent, satisfactory and specific.

Now, note that the language of your advertisement should be like the successful business man. It should be specific to the degree that it gives necessary information in a business-like style. Keep in mind that a good ad is original because it tells the tale of your values in a manner peculiar to itself. If you have real interest in your products and can write exactly what you feel regarding their qualities, you will find no difficulty in investing your ads with sufficient originality to make them interesting. But originality for originality’s sake does not amount to so much in advertising. It is second to genuineness, brevity and clearness.  

So let’s say you want to produce that winning poster or brochure. Your focus should not only be the design but the content as well. You must carefully choose the words that you will use. It does not really matter if you only have a few words as long as you are able to effectively carry your message across to your customers. With a good headline and content, chances are you will encourage your prospects to take a second look at your goods. Understand that a good headline possesses a distinct financial value. Its commercial importance is proven by the increased business it influences as compared with the trade brought by the ordinary advertisement capped with the ordinary headline.

Remember also that there is a very slim line between knowing too much and knowing too little about the products to be advertised. The right kind of an advertising writer sees the goods through the eyes of the public. Seeing the goods thus, he speaks the arguments best designed to influence the public. Hence, most of the time a good headline and content is not enough. You have to also make sure that the content can effectively influence your prospects.